PROJECT REPORT

ON

DISIGNING SOP FOR TRAINING

AND DEVELOPMENT

SUBMITTED
BY
CHANDRA GUPTA
ENROLL.ID-N08BM047

SUBMITTED
TO

ITHILEKHA DASH PRASHANT PANDEY

FACULTY GUIDE COMPANY GUIDE
NOIDA DELHI
 TABLE OF CONTENT:

S.NO TOPIC
1 ACKNOWLEDGMENT
2 EXECUTIVE SUMMARY
3 HAIER INDIA
# COMPANY FACTS
#PRODUCT CATEGORY
4 TRAINING AND DEVELOPMENT
#CONCEPT OF T&D
#TRAINING PROCESS
#NEED ASSESSMENT
#METHODS OF T&D
#DEVISING T&D PROGRAMM
#EXECUTION
#EVALUATION
5 SOP-INTRODUCTION
6 SOP FOR T&D IN HAIER
7 CONCLUSION
8 ANNXEURE
#TRAINING AGENDA
#SPEAKER INFORMATION FORM
#TRAING CALENDAR
#TRAINING LOGISTIC: WORSHEET
#EQUIPPING A TRAINING CENTRE
#TRAINING AND PLANNING WORKSHEET
#ANNUAL REVIEW OF TEAM PERFORMANCE
#ANNUAL FEEDBACK ON SUPERVISOR
PERFORMANCE
9 WEBLOGRAPHY
 ACKNOWLEDGMENT

I am extremely grateful to Mr. Sandeep Tyagi , HR Director, Haier

Appliances India for helping me and providing with useful
information. By interacting with him, I learnt few facets of
professional management in the consumer durable industry and I
am sure the knowledge imparted will go in a long way in enriching
my career.

I wish to acknowledge my indebtedness to the HR Team of Haier,

Manish Singh (Manager, HR), Prashant Pandey (Deputy. HR
manager), Jagdeep Singh Rawat (Deputy HR manager), and my
faculty guide Prof.Itilekha Dash. The project could not be
completed without their able support guidance. Thanking them is
a small gesture for the generosity shown.

Finally, I take this opportunity to thank all senior executives, staff

members and every associate of Haier Appliances, without their
cooperation I would not be able to complete this project.
 EXECUTIVE SUMMARY:
The project involves designing of SOP for training and
development in Haier.

A Standard Operating Procedure (SOP) is a set of written

instructions that document a routine or repetitive activity followed
by an organization. Well-written standard operating procedures
(SOPs) provide direction, improve communication, reduce training
time, and improve work consistency. The development and use of
SOPs minimizes variation and promotes quality through consistent
implementation of a process or procedure within the organization,
even if there are temporary or permanent personnel changes.

In simple words, training and development refers to the imparting

of specific skills, abilities, knowledge to an employee. Training and
Development helps in increasing the job knowledge and skills of
employees at each level. It helps to expand the horizons of
human intellect and an overall personality of the employees. It
also helps in inculcating the sense of team work, team spirit, and
inter-team collaborations and inculcating the zeal to learn within
the employees and helps to develop and improve the
organizational health culture and effectiveness.

A SOP is the finest, fastest, most certain way known to business

to successfully train people in standard duties. SOPs briefly
describe a topic's purpose, give staff contact information, and
provide procedures to follow, usually including staff and
investigator roles. Focusing on steps to accomplish a task, SOPs
give links to more detailed background information on policy and
regulations.
 HAIER INDIA:

Company Facts
Corporate Overview:

The Haier Group is China’s largest home appliance brand and one
of the world’s leading white goods home appliance
manufacturers. Haier was founded in 1984 in Qinghai, Shandong
Province, China and manufactures home appliances in over
15,100 different specifications under96 categories. By April 2006,
the Haier Group has obtained 6,189 patented technology
certificates and 589 software intellectual property rights. Haier
products are sold in over 100countries. Haier is the official Home
Appliances Sponsor of the Beijing 2008 Olympic Games.

 Headquarters: Qinghai, Shandong Province, China

 Employees: Over 50,000 worldwide

 Financial Information: Haier’s global revenue in 2005

reached RMB 103.4 billion

 Average annual growth of 68% between 1984 and 2005

 No. of Subsidiaries Over 240

 Listed Subsidiaries: Haier Electronics Group Co., Ltd. listed

on the Hong Kong Stock Exchange

Qingdao Haier Co., Ltd. Listed on the Shanghai Stock

Exchange

 Business Scope: Technology research

  Product development and manufacturing Trade

 Financial services

 Key Product Lines: Refrigerators/Freezers, commercial air-

conditioners, microwave ovens, washing machines,
dishwashers, televisions, mobile phones, computers

Global Presence:

 Trading Companies: 64
 Design Centers: 8
 Industrial Complexes: 15
 Sales Network: Over 58,000

Board of Directors:

 Chairman and CEO: Mr. Zhang Ruimin

 President: Ms. Yang Mianmian
 Vice Chairman: Mr. Wu Kesong

Recognition:

 Ranked 86th among the world’s 500 Most Influential Brands

by World Brand Lab in2006. Only Chinese brand to be
ranked in top 100 for three consecutive years

 Ranked 1st among Chinese brands with the most potential

by Glebors Global Financial Reports of Canada, 2006

 Ranked 1st among China’s Top 10 Global Brands by the

Financial Times in 2005

 Ranked 1st among China’s Top 10 Global Brands by China

State Bureau of Quality and Technical Supervision (CSBTS)
for refrigerators and washing machines in 2005
  CEO Zhang Ruimin ranked 26th among World’s Most
Respected Business Leaders by the Financial Times in 2005

 CEO Zhang Ruimin ranked 6th among Asia’s 25 Most

Powerful People in Business by Fortune magazine in 2004

 Received a World Climate Award from the United Nations

Development Program and the US Environment Protection
Administration in 2000 Source

The Haier Group was founded in 1984 with headquarters in

Qinghai, Shandong Province, and PRC. In 1984, Haier produced
only a single model of refrigerator, today it is one of the world’s
leading white goods home appliance manufacturers. Under the
leadership of Chairman and CEO Zhang Ruimin, Haier
manufactures home appliances in over 15,100 different
specifications under 96categories. Haier products are now sold in
over 100 countries around the globe.

Haier has over 240 subsidiary companies, over 110 design

centers, plants and trading companies and over 50,000
employees throughout the world. Haier’s focused industries
include technology research, manufacturing, trade and financial
services.

The global revenue of Haier for 2005 was RMB 103.4 billion. Haier
Electronics Group Co., Ltd. (HKG: 1169), a subsidiary of Haier
Group, is listed on the Main Board of the Stock Exchange of Hong
Kong. Qinghai Haier Co., Ltd. (SHA: 600690), also a Haier
subsidiary, is listed on the Shanghai Stock Exchange.

On 12 August, 2005, Haier signed an agreement with Beijing

Organizing Committee for the Olympic Games (BOCOG) in Qinghai
to become the official sponsor of the 2008 Beijing Olympic Games
for white goods home appliances. Unmatched Home Appliance
Product Offerings
Haier’s product categories range from refrigerators, refrigerating
cabinets, air conditioners, washing machines, televisions, mobile
phones, home theatre systems, computers, water heaters, DVD
players and integrated furniture, among which 9 are ranked
market leaders in China, and 3 are ranked among the top 3
worldwide in their respective industries.

Haier is also a world leader in the technology domains of

intelligent integrated home furniture, networked home
appliances, digitalization and large scale integrated circuits.

By April 2006, the Haier Group has obtained 6,189 patented

technology certificates and 589 software intellectual property
rights. Haier’s proposal for safe care water heater technology
initiative was accepted at the 66th IEC Conference in 2002 and
Haier dual drive washing machine technology was included in the
2006 IEC standard proposal. This clearly demonstrates Haier’s
world-class innovation capabilities in product R&D.

Global Branding Strategy

Haier’s global branding strategy aims at positioning the company

as a local brand in different world markets in conjunction with
enhanced product competitiveness and strong corporate
operations. Haier’s international business framework
encompasses a global network of design, procurement,
production, distribution and after-sale services. Today, Haier has
established 15industrial complexes, 30 overseas production
factories and bases, 8 design centers and over
58,000 sales agents worldwide.

In China, Haier’s 4 leading product categories - refrigerators,

refrigerating cabinets, air conditioners and washing machines -
have over 30% market share. In overseas markets, Haier products
are available in 12 of the top 15 chain stores in Europe and 10
leading chain stores in the USA. Haier is now approaching its goal
of being “local” in American and European markets via localized
design, manufacturing and sales processes. In addition, Haier has
set up production facilities and plants in the USA, Italy, Pakistan,
Jordan and Nigeria.

Haier’s innovative management principles, such as Haier’s OEC

management model, “market chain” management and “individual
goal combination” – a system of assigning incentives-based
responsibility to staff to ensure the quality of products delivered
to their customers – have gained high recognition among
international management institutes. Haier business case studies
are included in the text books of Harvard University, University of
Southern California, and Lausanne Management College,
European Business College and Kobe University.

Services:

With the concept of “customers as the foundation of growth”,

Haier provides a one-stop star service to its customers. In a joint
survey conducted by the China Consumer Association and the
China Enterprise Research Centre of Tsinghua University on
China’s domestic durable commodities for 2003 and 2004, 8 of
Haier’s product categories were ranked No. 1 for customer
satisfaction and overall satisfaction.

In addition to high quality home appliances, Haier is also focused

on offering best-of-breed service solutions to its customers.
Haier’s service system runs throughout the production process
from product design, production, manufacturing, to pre-sale,
under sales and after sales service. Since 2002, Haier has
successfully established a network of over 5,000 domestic
professional service suppliers to deliver timely customized
service.
Partners:

Haier has established an extensive sales network around the

globe. Key partners in perspective markets include:

 China: Strategic alliance with Suning and Gome chain

stores

 America: Cooperation with TOP 10 retailers, e.g. SEARS,

Lowe's, HOME DEPOT, Best Buy,PC-Richard, Wal-Mart,
Sam's, Costco, Brands mart and Target

 Japan: Cooperation with TOP 10 retailers, e.g. YAMADA,

KOJIMA and JUSCO

 Europe: Cooperation with KESA, Media Market and Carrefour

Product Category of Haier in India:

 Refrigerators

Haier is one of the world’s largest and most advanced

refrigerator manufacturers, producing over 12 million units of
refrigerators and freezers annually at its 20 production
facilities worldwide. Haier consistently applies leading global
technologies in the manufacturing of its products. Haier is the
first company to make breakthroughs in integrating fluorine-
free, energy-saving technologies with large freezing capacity,
and solve technological problems related to sterilization. Haier
has also rolled out the world’s first variable frequency
refrigerator, which is made of heat insulating material
designed for aerospace.
  Household Air Conditioners

At its eight large production bases in China, Haier uses the

world’s most advanced automatic flexible production lines to
ensure the delivery of large quantities of highly reliable air
conditioners, which are exquisite in quality and free of defects.

 Washing Machines

Haier produces washing machines of 5,000 different specifications

under 18 categories, and is the only company in the world with
the capability of large scale production of top load washing
machines (popular in Asia), front load washing machines (popular
in Europe), agitator washing machines (popular in America) and
dual-drive washing machines. Haier, with a mission of “customer-
oriented design”, pays great attention to safety, health, and the
environmental concerns of consumers in designing its products.
Haier has introduced a series of new hi-tech environmentally-
friendly washing machines, staying ahead of the market trend
and demonstrating the technological innovation capability of the
company.

 Freezers

Haier produces 1.8 million units of freezers each year. Haier is

licensed to supply products for military provisions, and is the only
company to win the bid for three consecutive years. Haier
freezers have received ISO9001 quality, ISO14001 environmental
compliance, and ISO12001 metering and testing certification.
Haier is also China’s first freezer maker to receive TUV
International Safety Certification, and was the first to receive a
no-fluorine certificate from the United Nations Development
Programme.

 Vacuum Cleaner

Developed with the Haier spirit of continuous innovation, Haier

dust collectors consistently lead the trend in the dust collection
market. Haier’s dust bag series are innovatively designed to
collect dust from all directions. The user-friendly design includes
such features as a speed-adjustment button on the handle, dust
bag design, and lightweight aluminum alloy cord.

 Water Heaters

Haier manufactures water heaters of 300 specifications under 12

categories, including electric water heaters, gas water heaters,
solar energy heaters, and gas boilers, in the categories of
mechanical, electric, and network-based, and with the capacity
range of 5-litres to 500-litres. With the application of high
technology, Haier produces water heaters in a wide range and
specifications both for home and commercial use. Haier follows its
“Safety-based Products” philosophy in manufacturing water
heaters and leads the industry in safety technologies.

 Microwave Ovens

Haier offers microwave ovens in 50 varieties under 8 categories,

including mechanical electronic and digital, and with the capacity
range of 17-litres to 40–litres. Haier ovens feature both stainless
steel and painted stoves, and come with top doors and side
doors. In 2003, Haier developed the steam microwave oven,
taking the lead in the application of new technology. Haier is
committed to manufacturing high-quality, high-tech and
environmentally friendly products, using components made by
the world’s top 500 companies. Haier microwave
Oven products have received FCC and FDA certificates from the
U.S Federation Drug Administration.

 Color TVs

Growing at an annual rate of 141% over the last 9 years, Haier

color TVs are manufactured with the application of high
technology. Haier aims to provide the right products for different
consumer groups, gaining high customer recognition. Haier is
committed to strengthening its global competitiveness, with the
creation of a global supply chain under the concept of
“competitive cooperation”. Haier’s extensive range of products,
including traditional TVs, flat-panel TVs, digital TVs, wireless TVs,
touch TVs and 5.1 sound system TVs, aim to bring more freedom,
comfort and greater entertainment to homes and customers.

 DVD Players

Haier offers a diverse line of DVD players of exceptional quality.

Haier DVD players are favored by consumers for their
performance and after sales service. The products have won a
number of awards for environmental protection and energy
efficiency.

 Commercial Air Conditioners

Haier has become a well-known global brand for commercial air-

conditioners for its strong R&D, excellent product performance,
and marketing capability. Haier delivers commercial air
conditioners, large multi-system air conditioners and large cold-
water air conditioning units in 8 categories and 260 specifications,
featuring an integration of fluorine-cooling, wind-cooling and
water-cooling functions. Haier’s variable-frequency, variable
capacity multi-system central
Conditioners, flexible variable-capacity screw compressors, and
household variable-frequency central air conditioners lead the
industry trend with their energy efficiency.

 Mobile Phones

Based on the philosophy that the technology and fashion can co-
exist, Haier integrates state-of the- art wireless communication
technologies into a complete range of in-fashion mobile phones.
Haier mobile phones include such latest features as GSM/GPRS
technology, integrated digital cameras, MMS, MIDI Polyphonic ring
tones and color LCD screens. The product line includes bar-type
phones, clamshell phones, smart phones and the new and unique
slim phones.
  Computers (desktop and laptop)

With a special attention to users’ health, and eye-protection,

Haier makes desktop and laptop computers for personal and
commercial use in different ranges, including the world’s first
laptop with 2.0 mega-pixel camera. Haier is committed to
delivering a full-service package, and offers free software
commissioning. By establishing strategic alliances with suppliers,
such as Intel, Microsoft, China Unicom and China Netcom, and
taking advantage of the technology and resources of its partners,
Haier consistently improves the quality of its computers. In
product R&D, Haier employs a team of top class engineers from
the U.S., Japan, Republic of Korea, and China’s Taiwan region, and
has established a strict-quality control system.

 Digital Information Products

Haier offers a number of patented digital information products,

including MP3 and MP4. Haier is committed to delivering
personalized products, services and application solutions to meet
the individual needs of users.

 Haier Pharmacy

Founded in 1996, Haier Pharmacy is the newest growth area

within the group. The product offerings cover 80 specifications
under 60 categories including medical raw materials, tablets,
capsules, granules, oral liquid, medicine powder for injection,
lyophilized powder for injection, eye drops, etc. The products of
Haier Pharmacy fall into four categories of marine drugs, Chinese
medicine, Western medicine and healthcare products, with
focused areas of the heart and cerebral system, digestive system,
osteoporosis, diabetes and healthcare, all of which have received
GMP certification in China.

 Intelligent Home Integration

Haier’s intelligent system is the mainstay of Haier E-home
program. Haier provides comprehensive solutions for
communities, hotels, supermarkets, office buildings, factories,
urban security departments and homes, and delivers a series of
intelligent products, such as digital video phone systems, security
monitoring systems, anti-burglary alarms, home environment
control and access control systems

 Networked Digital Home Solutions

Haier launched the third generation of networked home

appliances, called “Haier E-home”, in 2005. Haier deploys “Haier
E-home” using a technological system based on proprietary
intellectual property rights, such as home network system
structure and home network communications technology. The
home network is divided into a main network transmitting high
speed information, and a sub-network transmitting low speed
information. Haier E-home can enable remote access to home
appliances and the interconnection of appliances through the
Internet, PDA, mobile communications network, cable TV network
and fixed line networks.

 Travel

Haier Group’s Conference & Exhibition Division provides one-stop

service for
organizing meetings and conferences, from preparation to hosting
the event. Haier’s hotel system is able to provide conference
services, accommodation, catering and entertainment. Haier
Science and Technology Museum is an exhibition hall of modern
industries invested in by the Haier Group. The museum, based on
Haier’s enterprise culture, is a comprehensive facility serving as a
science and technology museum and cultural center, and
providing travel and
entertainment services. The Haier International Travel Agency
mainly offers business travel services.

 Insurance
 Established in 2001, Qingdao Haier Insurance Agency delivers
insurance policies on behalf of insurance companies through
Haier’s comprehensive network and large customer base. The
company also makes loss assessments and handles
compensation on behalf of insurance
companies.

 Logistics

Haier Logistics was established in 1999. By establishing a global

network of suppliers, Haier has gained significant advantages in
terms of cost and R&D. Haier aims to establish an efficient supply
chain and provide customer-oriented value-added services. Haier
logistics is growing into a global trade company through
continuous supply chain management optimization.

 Haier Software

Qingdao Haier Qingda Software Company, established in 1998, is

a high-tech enterprise engaged in development of embedded
systems, information software, and system integration. Its main
business is focused on the development of commercial intelligent
systems and embedded systems, software outsourcing, system
integration and the development of multimedia systems. Haier
Group’s LCD TV and plasma TV control panels are all designed by
Haier Qingda.

 Haier Real Estate

Qingdao Haier Real Estate Development and Investment

Company is a wholly-owned subsidiary of the Haier Group. In
developing its real estate business, the company pays high
attention to improving the quality of construction and living
conditions, while making efforts to preserve cultural heritage and
to facilitate a healthy and civilized living environment.

TRAINING AND DEVELOPMENT:

A business' most important asset is often its people. Training and

developing them can be one of the most important investments a
business can make. The right training can ensure that your
business has the right skills to tackle the future. It can also help
attract and retain good quality staff, as well as increasing the job
satisfaction of those presently with you - increasing the chances
that they will satisfy your customers.
Training and development refer to the imparting to specific skills’
ability and knowledge to an employee. A formal definition of
training and development is:

“… It is any attempt to improve current or future employee

performance by increasing an employee’s ability to perform
through learning, usually by changing the employee’s attitudes or
increasing his or her skills and knowledge.”

CONCEPT OF TRAINING

INTRODUCTION

Every organization needs to have well-trained and experienced

people to perform the activities that have to be done. So, every
modern Management has to develop Human Resources
Development. In a rapidly changing society, employee training is
not only an activity that an organization must arrange if it is to
maintain a viable and knowledgeable workforce. Training is thus a
practical and vital necessity.

MEANING

Training is the process of increasing the knowledge and skill of an

employee for doing a particular job. Training is short-term
educational process and utilizing a systematic and organized
procedure by which employees learn knowledge and skills for a
definite purpose. Training improves, moulds, changes the
employee’s knowledge, skills, behavior, aptitude and attitude
towards the requirement of the job and organization.

OBJECTIVES OF TRAINING

 Training is mainly job-oriented.

 To impart the basic knowledge and skill to the new entrants
and enable them to perform their jobs well.
 To teach the employees the new techniques and ways of
performing the jobs and operations.
  To prepare the employees for higher level task and build up
a second line of competent officers.

NEED FOR TRAINING

Training is considered as a key input for developing manpower in

an organization so as to improve their job performance.
The need for training arises on account of the following reasons:
 To match the employee specifications with the job
requirements and organizational needs.
 Organizational viability and transformation process.
 Latest technological advances should be adopted i.e.,
mechanization, computerization and automation.
 Internal mobility from one job to another due to promotion
and transfer to employees.

IMPORTANCE OF TRAINING

Training is an important process of imparting knowledge to the

employees. It helps in improving productive and behavioral
pattern. Training is advantageous not only to the organization but
also to the employees. Training is vital and necessary activity in
all organizations. It plays a large part in determining the
effectiveness and efficiency of the establishment.

BENEFITS OF TRAINING PROGRAMME

A well-planned and executed Training Programme can provide the

following developments:
 Higher productivity and profitability.
 Better quality of work and best work methods.
 Less wastage of time during the learning period.
 Improves high morale among the employees
 Personal growth of individuals.
 Low accident rates.
 Improves employer – employee relations.

PRINCIPLES OF TRAINING

The principles, which have been evolved, can be followed as

guidelines to trainees. Clear objectives about the Training
Programme are:
  Training policy for designing and implementing the training
programme.
 Acquisition of knowledge and new skills through motivation.
 Reinforcement to trainees by means of awards and
punishments.
 Organized material should be properly prepared and
provided to the trainees.
 Learning periods has to be fixed as it takes time to learn.
 Preparing he instructor who is both good at subject and job.
 Feedback regarding the performance of the trainees in the
jobs.
 Practicing the skills taught by the trainee.
 Appropriate techniques related to the needs and objectives
of the organization.

THE TRAINING PROCESS:

 Organizational Objectives
and Strategies

Assessment of Training
Needs

Establishment of Training
Goals

Devising Training
Programme

Implementation of
Training programme

Evaluation of results

ORGANIZATIONAL OBJECTIVE AND STRATEGIES:

The first step in the training process in an organization is the
assessment of its objectives and strategies. What business are we
in? At what level of quality do we wish to provide this product or
service? Where do we want to be in the future? It is only after
answering these and other related questions that the organization
must assess the strengths and weaknesses of its human
resources.

ASSESSMENT OF TRAINING NEEDS:

Organizations spend vast sums of money on training and

development. Before committing such huge resources,
organizations would do well to assess the training needs of the
employees. Organizations that implement training programmes
without conducting needs assessment may be making errors.

Needs assessment occurs at two levels:

a) Individual
b) Group

Individual:
An individual obviously needs training when his or her training
falls short of standards, that is, when there is performance
deficiency. Inadequacy in performance may be due to lack of skill
or knowledge or any other problem. The problem of performance
deficiency is caused by absence of skills or knowledge can be
remedied by training. Faulty selection, poor job design,
uninspiring supervision or some personal problem may also result
in poor performance. Transfer, job redesign, improving quality of
supervision, or discharge will solve the problem.
Individuals may also require new skills because of possible job
transfers. Although job transfers are as common as organizational
personal demands vary, they do not necessarily require elaborate
training efforts. Employees commonly require an orientation to
new facilities and jobs. Recently, however, economic forces have
necessitated significant retraining efforts in order to assure
continuous employment for many individuals.

Group:
Assessment of training needs occurs at group level too. Any
change in the organization’s strategy necessitates training groups
of employees. For example, when the organization decides to
introduce a new line of products, sales personnel and production
workers have to be trained to produce, sell and service the new
products. Training can also be used when high scrap or accident
rates, low morale and motivation, or other problems are
diagnosed.
NEED ASSESSMENT METHODS:

Several assessment methods for are available for assessing

training needs. Some are useful for organizational level needs
assessment and others for individual need assessment.

NEEDS ASSESSMENT METHODS

Individual
Group analysis
analysis
Performance
 Organizational goals
Appraisal
and objectives
Work sampling
 Personnel/skills
Interviews
inventories
Questionnaires
 Organizational climate
Attitude survey
indices
Trainingindices
 Efficiency progress
Rating
 Exit scales
interviews
 MBO or work planning
BENEFITS OF NEEDS ASSESSMENT:

Needs assessment helps diagnose the cause of performance

deficiency of employees. Causes require remedial actions. There
are specific benefits of needs assessment.
 Trainers may be informed about the broader needs of the
training group and their sponsoring organizations.
 The sponsoring organizations are able to reduce the perception
gap between the participant and his or her boss about their
needs and expectations from the training programme.
 Trainers are able to pitch their course inputs closer to the
specific needs of the participants.

ESTABLISHMENT OF TRAINING GOALS:

Once the training needs are assessed, training and

developmental goals must be established. With out clearly set
goals, it is not possible to design a training and development
programme and, after it has been implemented, there will be no
way of measuring its effectiveness. Goals must be tangible,
verifiable, and measurable. This is easy where skill training is
involved. For example, the successful trainee will be expected to
type 55 words per minute with two or three errors per page. But
behavioral objectives like attitudinal changes can be more difficult
to state. Nevertheless, clear behavioral standards of expected
results are necessary so that the programme can be effectively
designed and results can be evaluated.

DEVISING THE TRAINING AND DEVELOPMENT

PROGRAMME:

Every training and development programme must address the

following vital issues:

Who are the Who are the What methods

trainees? trainers? & techniques?

What should be the What principles Where to conduct

level of training? of learning? the program?

1. Who are the trainees?

Trainees are selected on the basis of:
 Self Nomination
 Recommendations of the Supervisor
 By the HR Department itself

Whatever is the basis, it is advisable to have two or more target

audiences. For example, rank-and-file employees and their
supervisors may effectively learn together about a new process
and their respective roles. It also helps facilitate group processes
such as problem solving and decision – making.

2. Who are the trainers?

Training and development may be done by:

 Immediate Supervisors
 Co – workers
 Personnel Staff
 Specialists in other parts of the company
 Outside Consultants
 Industry Associations
 Faculty Members at Universities

Who among these are selected to teach, often depends on where

the program is held and the skill that is being taught.

METHODS OF TRAINING
Training is essential for the smooth economic timely and efficient
service of the organization.

Training methods or techniques represents the medium of

imparting skills and knowledge to the employees.
There are two methods of training:
 1. On-the-job training methods
2. Off-the-job training methods

ON THE JOB TRAINING

This method is also called as “Internal Training Method”. This is

suitable for all levels of employees – workers, supervisors and
executives.

In this method, the employee gets training on the job and at the
work place it self the trainee learns while he/she is actually
engaged in doing a job. This method is called as “learning by
doing”.
Several methods are used to provide on-the-job training. They
are:
• Job rotation
• Coaching
• Job instruction
• Committee assignments

OFF THE JOB TRAINING

This method is also called as “External Training Methods”. These

methods are designed and intended to impart training by
supplying required knowledge and skill to the employees away
from the job and work place. This is an opportunity for freedom of
expression for the trainees.
Several methods are used to provide off-the-job training.
They are:
• Vestibule training
• Role – playing
• Lecture method
• Conference or Group Discussion method
• Programmed instruction

TYPES OF TRAINING

Training is required for several purposes. Accordingly, training

programme may be of the following types:
o Orientation training
o Job training
o Safety training
o Promotional training
o Refresher training
o Remedial training
o Individual training
o Team training
o Business training
o Executive training

ASSESSMENT OF TRAINING NEEDS

Training activities must be related to the specific needs of the
organization and the individual employees. A Training Programme
should be launched only after the training needs are assessed
clearly and specifically.
The effectiveness of a Training Programme can be judged only
with the help of training needs identified in advance. In order to
identify the training needs, a gap between the existing and
required levels of knowledge, skills, performance and aptitudes
should be specific. The problem areas that can be resolved
through training should also be identified.

Training needs can be identified through the following types of

analysis:
 Organizational Analysis
 Task or Role Analysis
 Job Analysis
 Man Analysis

Training programme, training methods and course content are to

be planned on the basis of training needs. Training needs are
those aspects necessary to perform the job in the organization in
which employee lacks aptitude/attitude, knowledge and skill.

The following methods are used to assess the Training Needs:

i. Organizational requirements/weaknesses
ii. Departmental requirements/weaknesses
 iii. Job specification and Employee specification
iv. Identifying the specific problems
v. Anticipating the future problems
vi. Management’s request
vii. Observation
viii. Interviews
ix. Group Conferences
x. Questionnaire surveys
xi. Test
xii. Check lists
xiii. Performance appraisal time
These are essential when technical are special information of
complex nature is to be imparted. The lectures are supplemented
with discussion film, case studies and role-playing.

TRAINING PROGRAMME EXECUTION:

In order to achieve the training objectives, an appropriate SOP for

training and Training Policy is necessary. A training policy
represents the commitment of top management to employee
training. It consists of rules and procedures concerning training.

A Training policy is required:

a. To indicate the company’s intention to develop its
employees.
b. To guide the design and implementation of the Training
Programmes.
 c. To identify the critical areas where training is to be given on
priority basis.
d. To provide appropriate opportunities to employees for their
own betterment.

EVALUATION OF THE TRAINING PROGRAMME

The effectiveness of an investment in training in needed to be

appraised as so much of money is invested in a Training
Programme. Management needs to be reassured about the
effectiveness of a particular method, instruction, the relation
between training cost, proved productivity, general efficiency and
effectiveness of a course.

Standing operating procedure

A standard operating procedure is a set of instructions having the

force of a directive, covering those features of operations that
lend themselves to a definite or standardized procedure without
loss of effectiveness. Standard Operating Policies and Procedures
can be effective catalysts to drive performance improvement and
improve organizational results. Every good quality system is
based on its standard operating procedures (SOPs).

An SOP is a written document / instruction detailing all steps and

activities of a process or procedure. These should be carried out
without any deviation or modification to guarantee the expected
outcome. Any modification or deviation from a given SOP should
be thoroughly investigated and outcomes of the investigation
documented according the internal deviation procedure. All
quality impacting processes and procedures should be laid out in
Standard Operating Procedures (SOPs). These SOPs should be the
basis for the routine training program of each employee. SOPs
should be regularly updated to assure compliance to the
regulatory requirements and the working practice. A minimum
review schedule of 3 years is recommended.

SOP FOR TRAINING AND

DEVELOPMENT:
1. Purpose:

The purpose of the training is to ensure that all employees have

requisite skills to do their job effectively and plan for their
development keeping in view of their career aspirations and other
future resource requirement of department

2. Scope:
Applicable to employees across the organization at all levels as
per their Training Need Identification

3. Responsibility:
The overall responsibility for establishing, documenting,
implementing and updating this procedure lies with Head -
Training.

4. Procedure Steps:

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1 Training needs identification
1.1 Training needs are identified at Training
the following stages: Head

• At recruitment stage – Any

immediate training needs are
identified and discussed by
the Line Manager and Training
Team and are organized
during the first six months of
employment wherever
possible.

• During the employee’s

induction when Line Manager
and employee are setting
initial targets and objectives.

• At appraisal - training needs

are identified with the
following year’s objectives
and will tie in with the
corporate plan and/or any
anticipated corporate change
Sr Activities Referen Responsibil

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or projects to ensure
competency and skill levels

• Every six months a

competency assessment
would be carried out thorough
an on line assessment tool to
identify the development
areas for our employees.

• At the time of when an

employee is being given
additional responsibility either
on a temporary or permanent
basis, or being given
responsibility for a particular
project.

• Personal development needs

will be identified by the
individual concerned and
could include a course of
study or activity, which would
give an individual greater
understanding of the
Organization’s involvements
and activities. The
Organization may contribute
to personal development by:

• Sponsoring fully or
partially to the cost of
the course or essential
materials

• Providing the employee study

leave
 Sr Activities Referen Responsibil

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1.2 All employees will complete a
minimum of 8 man-days of
training in a year. The mix of
behavioral and functional would
differ as per the level of the
employee.
2 Planning for the training
program
2.1 Based on the above-identified Training Training
training requirements, a training Calendar Head
calendar is prepared.
2.2 The training calendar would
comprise of the following:
• Training Programs
• Tentative Dates and
Duration
• Faculty (Internal or
External)
• Venue (Internal or External)
• No. of participants
• Cost of the program.
3 Inviting nominations to the
program depending on
training needs identified
3.1 A “Note / E-Mail ” is sent to “Note / Training
relevant departments containing E-Mail Head
the schedule of the training
programme and the list of the
personnel from that department
identified for the training.
3.2 The training team would send
communication on the
programme to the employee and
his superior atleast two weeks in
advance to enable him plan and
schedule his work better.
 Sr Activities Referen Responsibil

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3.3 For programs based on special Training
requirements/ open programs, Head
nominations are invited
3.4 In case there is any change of Training
dates of the programme, the Head
same is communicated to the
relevant departments through a
“IOM” / E-mail and confirmation
is received
3.5 The employee’s superior will Head of
nominate him/ her for the Dept.
training program based on the
following:
• A Need based program
(Organization’s
Requirement)
• As per the employees
competency assessment
• Any Specific training for the
employees development
3.6 Other than in exceptional
circumstances any cancellation
would not be entertained and the
debit of the training cost will
happen to the division.
3.7 Any absenteeism or any
indiscipline shown during the
training will be viewed very
seriously and in turn will impact
the employee’s appraisal.
3.8 In case an employee is deputed
for an external course he or she
would submit a Xerox copy of all
the study material received
during the course along with a
copy of the certificate if any
received during training to the
 Sr Activities Referen Responsibil

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training team.
4 Faculty & content
assessment
4.1 The Faculty and Content Training
Assessment before the start of Head
the program, would comprise of
the following
4.2 Communicating with vendors the Training
training requirements and Head
inviting their proposals for the
same
4.3 Faculty and Content assessment Training
for all need and competency Head
based training programs, in case
of both internal as well as
external programs. In case of
Soft Skill/ Behavioral training, the
panel for faculty and content
assessment would be members
from Human Resources and the
training team. In case of any
Functional / Technical Training,
the panel for faculty and content
assessment would be HOD’s or
members from the specific
departments
4.4 Certifying the training module Training
and the trainer after assessment Head
and minutes prepared for the
same
4.5 Communicating certain Training
guidelines to the trainer with Head
respect to the expectations from
him/ her. This would involve:

• Preparation of training
module as per the needs
specified by the in-house
training team
 Sr Activities Referen Responsibil

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• Giving the entire proposal
to the team along with the
commercials to the team
• Making arrangements for
all the training material by
way of Xeroxing of
booklets, exercise, and also
procurement of any other
training material required.
• Being there at the
programme venue right
from the start of the event
till the end
• Collecting the evaluation
forms duly filled in from the
participants and handing
them over to the training
team.
4.6 The training material such as
Games, Exercises, Books, Video
Cassettes, CDs, Audio Cassettes
etc. will be kept in a central
training inventory with the
Peoples Office and will not be
removed without that training
department’s permission
5 Training Implementation
5.1 The training is conducted based Agenda Training
on the “Agenda” for the Head &
programmes Training
Faculty
5.2 Customized Programs are made Training
to address the generic and Head &
immediate needs communicated Training
to the learning and development Faculty
department by the HOD’s or
programs as per Management
Directives
 Sr Activities Referen Responsibil

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Measuring and following-up

6 Results
6.1 The training effectiveness is
measured as follows
6.2 Training Training
Internal Assessment Feedbac Head
• The Human Resources and k Form
the training team will
gather feedback from the
trainee participants and the
faculty that will help in
evaluating the training
program.

• Trainees will be required to

complete an evaluation
form and/or give verbal
feedback to the HR and
Training Team regarding the
course content,
organization and the
quality
6.3 Training
External Assessment Head

• Managers will be asked for

feedback in terms of
improvement or changes in
the trainee’s performance
particularly in the areas in
which they have received
the training.
• Transferability of learning
by sharing the know-how
acquired from the training
 Sr Activities Referen Responsibil

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program to fellow
colleagues

• Training and development

undertaken will be
reviewed in the appraisal
system as part of the
competency assessment.
6.4 Managers to ensure that each Respective
Managers
employee reporting to them

have requisite job specific skills

and once they possess the same

they should plan for their

development
7 Training MIS
7.1 A monthly training MIS would be Monthly Training
prepared, which would be sent to MIS Head
all the division heads.
7.2 The training calendar would be Training
tracked for the trainings planned Head
vis-à-vis training programmes
conducted
8 Records
8.1 Training records will be kept in Training Training
employee’s personnel files for all Records Head
corporate training, whether in-
house or external and on
personal development. The
information will include details
on course content, cost and
purpose of the training.
8.2 Based on the training needs Training Respective
 Sr Activities Referen Responsibil

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identified and relevant training Plan HR Heads
programs being conducted, the
details for the same are
mentioned on the “Training Plan”
for all employees
8.3 Training Respective
In case any training session does Plan HR Heads
not happen according to the
“Training Plan”, that particular
training session is carried into
the next “Training Plan” made
and it is ensured that the
defaulted training session is
completed within the first month
of the new “Training Plan”
8.4 Training Respective
On completion of all types of History HR Heads
training, the “Training History Card
Card” for the employee is
updated.
8.5 Training Respective
The “Training Plan” is updated Plan HR Heads
after the completion of training
planned. In case of pending
requirements the same may be
carried forward if the need
persists.

5. Training:
Wherever applicable, training to be provided to the people
responsible to carry the above mentioned functions smoothly in
their respective divisions. These training needs will get identified
as per the training need identification process.

6. Resources:
All necessary resources required to perform the above mentioned
activities would be provided to all as part of their work
environment and work infrastructure.

7. Verification and Validation:

The work environment procedure would be reviewed and
validated every quarter by:
• Senior Management
• Audit Team for process compliances
• Process owners / PCMM Steering Group

8. Measurements:
The following measurements will be used to determine the status
of the above procedure and its effectiveness. These
measurements will be done once in three months.

Training programme status:

Number of training programs conducted / total number of training
programs planned) * 100.

Training feedback resolution efficiency:

Number of training feedback resolved / total number of training
feedback received) * 100.

10. Required Forms & templates:

• Training Agenda
• Speaker Information Form
• Training & Workshop Planning Form
• Training Feedback Form
• Training Calendar Format
• Training logistic: worksheet
• Equipping a Training centre
• Annual feedback on supervisor performance form
• Annual feedback on team performance form
FLOW CHART

1. RECRUITMENT STAGE
2. INDUCTION
TRAINING NEED 3. APPRAISAL
IDENTIFICATION 4. COMPETENCY ASSESSSMENT
5. PERSONAL DEVELOPMENT

1. TRAINING MODULE
PLANNING FOR TRINING 2. FACULTY
PROGRAMM 3. VENUE
4. NO OF PARTICIPANTS
5. ANNUAL CALENDAR

1. SELF NOMINATION
INVITING NOMINATION 2. SUPERVISOR SUGGESTION
3. HR DEPTT DECISSION
4. TOP MANAGEMENT SUGGESTION

1. TRAINING MODULE
DIVISING TRAINING 2. TYPE OF TRAINING METHOD
PROGRAMM 3. COST

TRAINING 1. TRAINING AGENDA

IMPLIMENTATION 2. TRAINING SCHEDUL
3. PERPARATION OF VARIOUS
RELATED FORMS

TRAINING MIS FOR 1. MONTHLY

RECORDS 2. QUATERLY
3. ANNUALY
 Conclusion

Gone are the days when training was a 2 hour process on

the first day of the job. Training & Development has transformed
from an add-on function to a core function of companies. It has
become more of a science with systematic rules and formats
guiding the companies on how to go about training and
development. And that is the way it should be.

Training and development is a necessity for both the trainer

and the trainee. The trainer (the company) would want to make
its staff more efficient in this highly competitive world. It would
want its employees to know the latest trends and technologies
and use them according to the company’s principles and
objectives. The trainees (staff) on the other hand, view training
and development as a stepping stone for enriching their career
and fulfilling their personal needs. Training and development is
another round of education for them, the knowledge from which is
to be applied later. So, it’s more of a mutual necessity and
agreement between the companies and their respective
employees when it comes to training and development.

SOPs are the perfect training and development tool for mastering
established jobs. With them we can continuously improve
people's performance.
 Annexure 1
Title of Training
Location

Trainer(s): Name(s)
Training Coordinator: Name

MATERIALS PROVIDED

1.

2.

3.

4.

LEARNING OBJECTIVES

Upon completion of this program, the trainee will be better able

to:

Distinguish …

Identify …

Describe …
 Title of Training

AGENDA

DAY 1, DAY OF WEEK

8:00-9:45 Welcome
Introduction of trainers & any interpreters
Participant introductions
Overview
Pre-evaluation

9:45-10:00 BREAK

10:00-12:00 Specific topics/issues for today

12:00-1:00 LUNCH

1:00-3:15 Specific topics/issues for today

3:15-3:30 BREAKS
3:30-4:15 Wrap-up discussion
Thank you to participants
Day One evaluation

OR, for last day

Wrap-up discussion
Trainee Post-Evaluation
 Annexure 2
Speaker Information Form

Name of Speaker: _____________________________________

Phone: ______________________________________________

Fax: ________________________________________________

Email: ______________________________________________

Mailing Address: ______________________________________

___________________________________________________

1. Speaker Presentation form received? YES NO

Sent back? YES NO

Due date:

2. Date/time of presentation:

3. Co-facilitating? YES NO If yes, with whom:

Have you been in touch with your co-facilitator regarding

training content and learning objectives?

YES NO
4. Main points of training content:

5. Style of training? (Lecture, discussion, question-answer, etc.

Please describe all that apply)

What kinds of interactive learning/activities will occur?

6. Honorarium: YES NO

a. Legal name/spelling:

b. Amount:

c. Mailing address for check:

7. Travel and lodging needs:

a. Anticipated expenses (E.g. mileage, car rental, parking, etc.)

and amount, if known:

b. Travel dates:
 Annexure 4

Training Logistics:
A Worksheet

What you Where to find How to find Team notes

need to know the answer the answer
(steps)
Training

Schedule/Struct

ure

o Optimal
number of
training days

o Spread of
training: over
one week,
month, etc.
o Best day(s) of
the week

o Best time of
day

o Length of each
session

o Time of year
 What you Where to find How to find Team notes
need to know the answer the answer
(steps)

Training
Location

o Accessible by
car?

o Accessible by
public
transportation
?

o Handicap
accessible?

o Easy to
locate?

o Adequate
parking?

o Safe parking?

o Comfortable
for
participants?

o A large
enough
training room?

o Supplies on
site?
o Sources of
other needed
supplies

o Food available
(lunch,
snacks, etc.)?

Advertising

o Lead time for

advertising

o Information
for enrollment
forms

o Will flyers be
an effective
marketing
tool?

o Will direct
invitations be
an effective
marketing
tool?

o Would a
newsletter be
an effective
marketing
tool?
o Other
advertising
ideas

Registration
o By fax?

o By phone?

o By e-mail?

o By mail?

o Through
worksite?

o Other ways to
register

o Other
registration
considerations

o
 Annexure 5

Equipping a Training Center

This list assumes that the center has two full-time staff, one training
coordinator and one assistant, but no in-house trainers. It also assumes
that the center has one training room with a capacity of 30-35 people,
one office for two staff, one storage/supply room, and one reception
area with two restrooms, one for men and one for women.

Recommended Items for Office, Reception

Area, and Storage/Supply Room
Technology
(2) Computers
(2) Printers
(2) Phones
(2) Copiers
(1) Fax machine
(1) Camera (digital camera preferred)
(2) Extension cords
(2) Surge protectors for the computers

Furniture
(2) Desks
(4) Chairs
(1) Front desk for the reception area
(1) Sofa for the reception area
(1) Table for the reception area
(2) Message boards for the reception area
(2 - 3) File cabinets
(3 - 4) Bookshelves
(2) Lamps
Office Supplies
Pens, pencils and markers
Pads and notebooks
Paper for printing and photo copying
Blank disks and CD ROMs
Envelopes
Blank labels
Staplers
Tapes
Paper clips
Scissors
(1) Country map
(1) Calendar (preferably for the wall)

If the center develops training materials on site, it will also need:

(2) Three-hole paper punch (for preparing training
materials)
(2) Heavy duty staplers
Binders (see the section of “suggested materials for
participants”)
(1) Binding machine

Recommended Items for Training Room (with a capacity of 30-

35 persons)

Audio-Visual Equipment
(1) Slide projector (with carousel)
(1) Overhead projector
(1) Laptop computer
(1) LCD projector
(1) TV for showing video
(1) VCR
(1) Laser pointer (or a long stick for pointing)
(1) Microphone, if appropriate for room size (wireless
preferred)
(1) Amplifier or speaker (for microphone)
(1) Projection screen (or clear and flat white wall)
(3) Extension cords
Furniture and Room Specifications
(10-15)Tables
(ideally, rectangular-shaped portable tables to
accommodate different training formats; number of
tables depends on size of the tables)
(40) Comfortable chairs
(1) Podium or table for speakers
(1) Stand or table for projector
(1) Clock
Adequate ventilation and temperature
Blinds or curtains for windows
Adequate light
Electricity outlets

Office Supplies
(1) Large white board (or blackboard)
Several white board markers (or chalk for blackboard)
Several flip charts (good to have a stock of them in case
of a power outage)
Several flip chart markers
Easel or other stand for flip chart
Several adhesive tapes for flip charts

Suggested Materials for Participants

Course materials in a binder
Course agenda
Trainer’s bio and their learning objectives, if available
Participants and trainers contact list
Training evaluation form
Extra pens and paper

Notes:
1) Access to a restroom is important.
2) A water dispenser is a nice item to have. If there is no water
dispenser, bottled water can be offered to the participants.
 Annexure 6

Training/Workshop Planning Form

Training Title:
____________________________________________________________________

Target Audience:
_________________________________________________________________

Date: _________ Day(s): _____________________ Times:

________________________________

Location:
_______________________________________________________________________
_

Goal of Training:
__________________________________________________________________

Learning Objectives:
_______________________________________________________________

_______________________________________________________________________
_________

_______________________________________________________________________
_________

Project staff/roles:
_________________________________________________________________

_______________________________________________________________________
_________
Financial resources:
________________________________________________________________
 Training Materials:
_________________________________________________________________

Trainers:
_______________________________________________________________________
_

_______________________________________________________________________
________

Logistics (plane reservations, car rentals, hotels)

________________________________________

_______________________________________________________________________
_________

Translators and/or sign language interpreters:

________________________________________________

Food during training/workshop sessions:

_______________________________________________

Funding/Honorariums:
_____________________________________________________________

Letters out re: work releases or preceptor ships:

_________________________________________

Other areas to consider:

____________________________________________________________

_______________________________________________________________________
__

Annexure 7

Annual Review of Team Performance Form

Employee Employee ID:

Name:

Team
Name:

Part of the BUILD cycle is the annual review of team performance by

individual employees. Completing this form is optional.

• Working in teams is increasingly important and necessary in

many areas of the organization. Where this is so, supervisors and
team members are urged to use this form to evaluate team
functioning. This activity can reinforce that the team is
functioning effectively, and it can highlight where improvements
can be made.

• As a team member, your responsibility is to provide honest and

constructive comment, using this 12 item review form. For the
supervisor/team leader, your team will benefit from you providing
feedback to them on the collated findings, and from your
assistance in pursuing suggested improvements.

• Please indicate the rating that you feel is most descriptive of your
perception of your team. Support your rating by constructive
comment. It is the comments that will be most useful in the
identification of areas for improvement, and subsequent
remedies.
Key to Ratings:

N Never
R Regularly
A Always

Please indicate with an “X” the appropriate rating from N

(never) to A (always) and write comments as required.

1. MY TEAM UNDERSTANDS AND WORKS TO ITS MISSION AND GOALS

(ie Do your team activities demonstrate a clear focus and understanding of

the team’s missions and goals?)
Rating: _________________________________
N R A

Comments:

2. MY TEAM OPERATES IN A FLEXIBLE WAY

(ie Does your team undertake new ideas and demonstrate a creative
approach?)

Rating: _________________________________
N R A

Comments:

3. MY TEAM OPERATES EFFECTIVELY

(ie Does your team accomplish its objectives on schedule and to the required
level of quality?)

Rating: _________________________________
N R A

Comments:

4. MY TEAM’S ROLES AND RESPONSIBILITIES ARE CLEAR

(ie Are your team’s roles and responsibilities clear and do team members
understand what is expected of them?)
Rating: _________________________________
N R A

Comments:

5. MY TEAM UTILISES THE STRENGTHS OF INDIVIDUAL MEMBERS

(ie Are the knowledge, skills and talents of your team members used
effectively?)

Rating: _________________________________
N R A

Comments:

6. MY TEAM IS SUPPORTIVE OF ITS TEAM LEADER(S)

(ie Do your team members support its leadership?)

Rating: _________________________________
N R A

Comments:

7. MY FELLOW TEAM MEMBERS ACTIVELY SUPPORT EACH OTHER

(ie Do your team members work together with a high degree of energy and
involvement and have a strong sense of team spirit?)
Rating: _________________________________
N R A

Comments:

8. MY TEAM RESOLVES DISAGREEMENTS

(ie Do your team member’s deal with disagreements openly and

constructively?)

Rating: _________________________________
N R A

Comments:

9. MY TEAM COMMUNICATES OPENLY

(ie Is day to day communication among your team members frequent, honest
and direct and does your team have regular team meetings?)

Rating: _________________________________
N R A

Comments:

10. MY TEAM MAKES DECISIONS IN A COLLECTIVE WAY

(ie Does your team identify and solve its own problems and make effective
decisions through involvement and consensus?)
Rating: _________________________________
N R A

Comments:

11. MY TEAM EVALUATES ITS OWN EFFECTIVENESS

(ie Does your team continuously evaluate the effectiveness of its dynamics,
methods and performance?)

Rating: _________________________________
N R A

Comments:

TEAM REVIEW AGREEMENT

This review of team performance is a reasonable and accurate summary of

the team member’s perceptions and has been discussed with the supervisor.

___________________________ ________________
Employee Signature Date

___________________________ ________________
Supervisor Signature Date

Annexure 8
Annual Feedback on Supervisor Performance Form

Name of Name of
Supervisor Supervisor’s
Being Supervisor:
 Reviewed:

Supervisor’ Faculty/Sectio
s Position: n:

Date Form to Date Form

be Returned: Completed:

Part of the BUILD cycle is the review of supervisor’s performance by

individual employees. Completing this form is optional.

• This review is an evaluation of the competencies of your

supervisor as they apply to you and your position in the past
year. The information you provide on this form will be
confidential. This form should be submitted to the supervisor
(indicated above) to whom your supervisor reports. This person
will summaries and discuss the results of the questionnaire with
your supervisor without identifying the source of the comments.
Your supervisor will NOT see the completed feedback form.

• For each of the following statements, indicate with a rating that

most closely describes your supervisor’s performance. If a
question does not apply to your situation, then you may leave the
question blank. The ratings you choose should reflect the
interactions between you and your supervisor during the past
year. Please include comments to support your assessment.

Key to Ratings:

N Never
R Regularly
A Always

Please indicate with an “X” the appropriate rating from N

(never) to
A (always) and write comments as required.
1. My supervisor clearly explains my job responsibilities.

Rating: _________________________________
N R A

Comments:

2. My supervisor discusses performance issues with me when they

arise.

Rating: _________________________________
N R A

Comments:

3. My supervisor is receptive to feedback from me.

Rating: _________________________________
N R A

Comments:

4. My supervisor provides me with constructive advice on my

performance.

Rating: _________________________________
N R A

Comments:

5. My supervisor shows interest in my career development.

Rating: _________________________________
N R A

Comments:

6. My supervisor supports training as an aid to my development.

Rating: _________________________________
N R A

Comments:

7. My supervisor is an effective coach with regard to my own

development.

Rating: _________________________________
N R A

Comments:

8. My supervisor gives recognition when deserved.

Rating: _________________________________
N R A

Comments:

9. My supervisor is discreet in handling matters of some sensitivity.

Rating: _________________________________
N R A

Comments:

10. My supervisor practises transparency in matters that affect my

work unit.

Rating: _________________________________
N R A

Comments:

11. My supervisor actively helps to build positive working

relationships.

Rating: _________________________________
N R A

Comments:

12. My supervisor promotes independent decision-making.

Rating: _________________________________
N R A

Comments:

13. My supervisor is fair in dealings with me.

Rating: _________________________________
N R A

Comments:

14. My supervisor has my respect.

Rating: _________________________________
N R A

Comments:

WEBLOGRAPHY

1 en.wikipedia.org/wiki/Training_and_development

2 www.businessballs.com/traindev.htm
3 www.growingcoaches.com

4 www.citehr.com

5 en.wikipedia.org/wiki/Standing_operating_procedure

6 www.google.com

7 www.astd.org

8 traininganddevelopment.naukrihub.com