What are the possible alternatives to conduct ILP to save cost and time? Explain.

There could be various methods, however the best that could be implemented is the Blended method of learning implemented at TCS. Blended Learning uses learning technologies that combine the best elements from traditional training, as well as e-Learning, to create a blended training curriculum that can be easily customized to address the needs of individual employees. The classroom component is then substantially shorter (and therefore more cost-effective) than it would traditionally have been. Online learning modules can precede classroom sessions so that the learners can acquire a minimum common level of knowledge and understanding of a subject before they arrive at the classroom. ELearning ensures that users are fully supported on-the-job to grapple with more complex issues and are fully able to apply their learning at work. With the help of the Blended Learning mode, learners performance is enhanced dramatically, because learning is not limited to the traditional classroom, and the benefits of a rightly crafted program include higher retention of the subject matter, reduced cycle-time of learning, reduced time away from work, and higher overall performance. This solution leverages technology for making training more available, for critical access, tracking, and guidance. It provides training in different languages for your new recruits, existing employees, and users scattered across the globe. Identify areas in which e-learning can be introduced to replace the traditional training. At a higher level it is very obvious that the class room programmes are more effective than elearning programmes. However the class room programmes by their very nature are tougher to deploy in corporates being time consuming, expensive and arranging logistics in case of multi location offices can be nearly impossible. Before the advent of e-learning many corporates more often could not deploy training programmes. The e-learning programmes to a great extent have helped corporates to bridge the gap in terms of quicker deployment of learning programmes for their employees. There is mixed opinion on success of e-learning programmes compared to traditional class room training programmes amongst corporate managers. The e-learning programmes are very positively viewed for induction programmes, work related training and for general awareness about organizational processes. The e-learning programmes are also felt as most effective in subject areas wherein the participant had some prior knowledge and e-learning helps to reinforce their knowledge. Also employees who are always on the move, such as those from sales function preferred online learning compared to others. The e-learning programmes are also welcomed by new generation employees below thirty whereas older generation employees prefer traditional class room programmes. E-learning can be implemented at any department, at any position, at any location. The effectiveness is the criterion that suggests that e-learning is better than the classroom training. A few of the performance measures that can be used are: Courseware quality

 Quality of online delivery Effectiveness of on-the-job support tools Effectiveness of learning (knowledge gain) Criticality of training to the job Estimated change in business performance isolated to training Trainings value as an investment in time and money Return on training investment

Adults cannot be trained; they can only be enabled to learn. Therefore, trainers should redefine their role as facilitators. Discuss. Traditionally, trainers did training delivering in a classroom a workshop, course, or seminar that he or she or another member of the training staff developed. Once the learning event was over, the trainers responsibility ended. There may have been a smile sheet evaluation at the end of the program which asked if the trainer was knowledgeable in the subject matter, he or she responded well to participants questions, or whether the training was worthwhile. Today, being this type of trainer is not enough. We need to redefine the role of the trainer (and retrain the trainer) to become more of a learning facilitator. Trainers versus Learning Facilitators 1. A trainer determines what others need to learn, develops a training program to transmit the required knowledge and skills, and provides the training. A learning facilitator helps employees identify their personal learning needs and assists them in finding ways to satisfy those learning needs. 2. A trainer develops training programs. A learning facilitator provides a variety of learning methods to help the employee meet personal and organizational goals. 3. A trainer presents the training he or she has developed (or which has been obtained from an internal or external training developer). A learning facilitator enables individual and organizational learning from a wide variety of sources (not limited to the offerings of the training group). 4. A trainer creates generic training programs for large audiences. A learning facilitator tailors learning solutions to meet individual and organizational learning needs. 5. A trainer is focused on the acquisition of individual knowledge and skills. A learning facilitator is focused on the application of knowledge and skills to the job. 6. A trainer is focused on the goals of the training program. A learning facilitator is focused on the goals of the organization and the organization. 7. A trainers responsibility ends when the employee leaves the classroom or when he or she makes available an e-learning or other self-study program. A learning facilitators

responsibility ends when the employee has completed a learning activity AND has successfully applied that learning to his or her job. 8. A trainer measures success by how satisfied the employee is with the training experience. A learning facilitator measures success by how effectively learning is transferred to the job to make a positive difference in individual and organizational business results.