NAME:- ANKIT PATKAR

ROLL NO:- 321

SUBJECT:- TRAINING AND DEVELOPMENT
COURSE:- MHRDM
PROFESOR NAME:- KANTI
Purpose
The purpose of this report is to understand how training and development
activity takes place at Johnson and Johnson. It will help to have good
understanding how it works in MNCs, how this has been conducted, what
methods they use, the training managers expectations, and organizations
expectations from the training manager and tools used to conduct training. It
will help to have deeper insight knowledge about training and development
in organization.

Introduction about myself and my current organization

Myself Ankit Patkar Student of N L Dalmia Institute of Management Studies
and Research currently pursuing MHRDM Course, Sem IV (Batch 2014 -2017).
I am having total experience of 2+ Years in HR function. Currently I am
working in Johnson and Johnson as an Executive HR Operations from
December 2013.

Introduction
Training and development describes the formal, ongoing efforts that are
made within organizations to improve the performance and self-fulfillment of
their employees through a variety of educational methods and programs. In
the modern workplace, these efforts have taken on a broad range of
applicationsfrom instruction in highly specific job skills to long-term
professional development. In recent years, training and development has
emerged as a formal business function, an integral element of strategy, and
a recognized profession with distinct theories and methodologies.

For the most part, the terms "training" and "development" are used together
to describe the overall improvement and education of an organization's
employees. However, while closely related, there are important differences
between the terms that center around the scope of the application. In
general, training programs have very specific and quantifiable goals, like
operating a particular piece of machinery, understanding a specific process,
or performing certain procedures with great precision. Developmental
programs, on the other hand, concentrate on broader skills that are
applicable to a wider variety of situations, such as decision making,
leadership skills, and goal setting.

In the Johnson & Johnson Family of Companies, all employees are active
participants in their development. Employees are given the opportunity to
develop and grow, and have access to the tools and resources needed to do
so. More importantly, they are empowered to navigate their own career
development and to be accountable for knowing what is expected from them
in terms of performance and development. This talent philosophy ensures a
robust and diverse pipeline of global leaders, high performing and highly
engaged employees and culture, and continued business continuity and
growth.

Development is approached holistically and consists of identifying and

leveraging strengths, as well as areas for improvement. It is a combination of
learning from new experiences, learning from others, as well as learning from
trainings, courses and materials.

The training encompasses a vast array of topics, from leadership

development and management education to training in disciplines such as
finance, marketing, business practices and compliance requirements.
Training is provided, tracked and documented by the operating companies.

Interviewer - Ankit Patkar

Interviewee - Seema Malusare - Senior Analyst T&D

Tenure in HRD 3 years

A) What is your involvement and role in training and development?

Ans:-

Monitoring and evaluating training programs.

Building Training and Development framework.
Working as a partner with L&D specialist and conducting training needs
analysis, building L&D framework, monitoring and evaluating
programs.
 Implementation of Methods of Training.
Implementation of Techniques of Training.
Conducting training need analysis.

B) What does your organization expect of you, what results, outputs, or

accomplishments?

Ans:-

Covering the training for every employee and manager.

Undergo at least 1 training for all the employee and manager.
Improvement in performance after the training.
Addressing employee weaknesses.
Improvement in employee and managers performance.

C) How does your organization address training needs for old, new and
emerging generations?

Ans:-

Training and development help older people overcome some of their

eagerness, and in develop their skills and confidence in using
technology.

Training needs to be related to personal skills development. They

should not feel bored and should be kept engaged in the training.

Training for new generation can be done by Gamification as a highly

effective by using the Internet, and the younger members of the group
are deeply steeped in the culture of social media.

They are used to instant access to video and continuous, two-way

communication with friends and families via mobile devices.

Highly communicative and interactive, this generation is ill-suited to

the traditional lecture style of instruction. Teachers who want to
engage them should look at alternative methods.
 D) How does your organization measure training and development
results?

Ans:-

Patrick Model is divided as per below:-

1) Reaction
2) Learning
3) Behavior
4) Results

But in that we are concentrating on the (Reaction Model)

Reaction can also be summative in nature. In such cases, the goal of

reaction evaluation is to determine the value, effectiveness or
efficiency of a training programme.
The main purpose of reaction evaluation is to enhance the quality of
training programme, which in turn leads to improved performance by
measuring the participants reactions to training programme. This
should be measured after few days of the training after the
programme.

E) What are the most important training or organization development

priorities in your organization or industry right now, particularly in
Global or intercultural areas (but other areas too)?

Ans:-

People manager leader development.

Building managers for future role.

F) In what ways does your organization prepare employees for Global or

Intercultural transactions?
Ans:-

Cross functional exposure through various projects. The

commitment to improving internal and external cross-cultural
communications must become part of the companys culture and
apply to everyone equally, from the CEO down.

Many existing programs offer little more than etiquette training

such as whether you should bow or shake handswhile failing to
address deeper issues that impact communications. The key is to
boost their cultural awarenessin other words, to teach them
skills that transcend mere etiquette.

G) Describe any new learning technologies your organization may be

using or adopting, such as e- learning, distance learning, or other
systems?

Ans:-

Currently in Johnson and Johnson we are following E- learning

technology for the better performance of managers and employees.
Improving performance by following e-learning techniques such as
Lesson-based Podcasts, Multimedia presentations, Instructional
videos, Online assessment and quizzes.

Challenges faced:-
Major challenges faced are the 100% attendance by the employees
and the managers.
Measuring the Effectiveness and Efficiency of Training and
Development in a Systematic Way.
Improving learning effectiveness.
Expanding library of content and training programs.
Reducing development cycle times.
Increasing product knowledge amongst employees.