The research report was prepared on Norway based telecom company having operations in Pakistan. Report is based on secondary data.

1. Training System of Telenor Pakistan Presented By Muhammad Mahmood Aslam

2. Brief overview of Telenor HRD Department and its functions Challenges faced by HRD department Framework for HRD Department Conclusion Recommendation Today I will discuss…

3. Worlds 7th largest Telecom Company Total Subscriber of 19.98 million-y 2009 Telenor Investment in Pakistan is 2 billion USD Telenor is creating 2500 direct while 25000 indirect employment opportunities Introduction

4. To increased profitable growth-2011 To strengthen performance culture To develop a competitive advantage To provide a superior customer experience To ensure best practice benchmarking across the Group To drive change and constant renewal Corporate level Strategies

5. Central I Central II North South Human Resource Development Departments

6. Training development Organizational development Career development The “new learning and performance wheel” Strategic management and HRD Human Resource Development Functions

7. Increasing workforce diversity Competing in a global economy Eliminating the skill gaps The need for life long learning Facilitating the life long learning Challenges

8. In house training Outsource training Types of Training

9. System related training Product related training Technical training Front end desk training Operational wise training In house Training

10. Moral building Attitude building Executive training Outsource Training

11. Employees are really satisfied with the norms and values of the Telenor’s internal structure. The 90% of the employees of the Telenor take the training most effective. Telenor’s culture and Training

12. Flat structure of communication Hierarchy of the organization is well managed Vertical as well as horizontal communication Training as a necessary component Necessary Components of Culture

13. HRD department follow a framework which consists of four major steps: Training need assessment phase Training design phase Implementation phase Evaluation phase Frame Wok for HRD Department

14. Organization level Individual level Operational level Level of Training Need

15. Levels of Training Need

17. Who is the Trainee?Necessary Questions for TNA

18. Techniques for Determining Specific Training Needs Observation Interviews Questionnaires Performance Appraisal Job description TNA at Telenor

20. The Trainees

21. Training Climate

22. Trainees’ Learning Style

23. Training Topics

24. Training Strategies

25. Support Facilities

27. Trainees’ Learning Style The learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training Strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training Topics After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules.

28. Training Topics Contents Contents are then sequenced in a following manner: From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

29. Training Tactics Trainees’ background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources.

30. Support Facilities These are of two Types Printed Audio visual The various requirements in a training program are white boards flip charts markers.etc

31. Constraints Time Accommodation, facilities and their availability Furnishings and equipments Budget

32. EVALUATION PHASE Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

33. PURPOSES OF TRAINING EVALUATION The five main purposes of training evaluation are Feedback Research Intervention Power Control

34. PROCESS OF TRAINING EVALUATION Before Training the learner’s skills and knowledge are assessed before the training program During Training It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals. After Training It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training.

35. TECHNIQUES OF EVALUATION In house Training Observation Questionnaire Interview Quizzes Outsource Training Execution on the job after Training During Execution at the job

36. RESPONSIBILITY FOR THE EVALUATION OF TRAINING Senior Management The Trainer Line Management The Training Manager The Trainee

37. Proper Training Programs. Discussion with Trainer about Training. Growth Opportunities. Motivate Employees. Friendly Environment. Conclusion

39. Training must be a continuous process, and results of the Training must be Evaluate.

40. Provide training in “chunks” that are scheduled over a period of time.

41. Every individual, supervisor, attend Training Session.Recommendations

43. Make use of session pre-work during the actual training session.

44. Increase trainee investment in the session by engaging them in tasks requiring action.

45. Provide reference materials and job aids for review after the session.

46. During the session, discuss how to address real life scenarios, and barriers.Recommendations (cont.)

47. Questions