Deloitte To Roll Out Global Training Model In India

Updated: Jun 29 2002, 05:30am hrs
In an effort to enhance training orientations of the senior managers across functions, Deloitte Touche Tohmatsu (DTT), is now rolling out its global model “facilitating for DTT”, in India. The initiative billed as “training the trainers’ will be deployed in the organization at the culmination of the current year.

The objective behind this move is to consolidate a full-fledged resource of inhouse trainers who can significantly contribute value to the training and development initiative that is undertaken in the organization.

Says Mr.Arun Palkar, partner, DTT: “The move is initiated with an attempt to institutionalise the skills in training and people management capabilities within every employee of the enterprise, rather than having them confined to the HR function of the establishment”.

Accordingly, the firm will seek voluntary participation of the senior managers of the organization to undertake the training initiatives to become trainers in the enterprise. The methodology adopted for training will gauge the extent of acumen and aptitude that the professionals have within themselves, in adopting the role of a trainer in the organization.However, such aptitude analysis will not be done through any rigorous procedures or tests. Instead, Mr Palkar informs that the evaluation will be more from informal observation that will be undertaken by the professionals who will be involved in implementing the initiative of “training the trainers”.

The reason for not applying such testing modules in evaluating the employees training skills, being that it is a voluntary initiative and can prove as a discouragement for the professionals if they were to be put through such evaluation and scrutiny. “The next time round we will not be able to mobilise self initiated participation”,says Mr.Palkar.

The senior managers are also given the option to opt out of the programme if they encounter a level of discomfort or lack of confidence in the initiative. “And none of these will be reflected in their performance appraisals at the end of the year”, says Mr.Palkar. The reason being that the initiative gives the employees an opportunity to explore their capabilities. “They are hence empowered to take a decision to the contrary, since it is meant to be a voluntary development plan”, he adds.

The “yet-to-become” trainers will be equipped to conduct training on time management, presentation skills, stress management along with some of the functional areas of the business where DTT has identified the training needs of their employees based on gEm (Global Excellence Model.

The effort lays a substantial emphasis on developing inhouse talent pool of trainers to derive multi-fold synergies. For one, it helps in making the organization’s training and development initiative to contribute towards a better cultural integration of the employees with the organization. This is because the trainers will be internally drawn up. The management consultancy will also be able to optimize the cost on employee training by leveraging on the internal capabilities.

The initiative also helps the organization in motivating the employees in pro actively contributing towards the holistic development of their own colleagues.Further, it also helps the senior managers who could be the future partners or leaders of the enterprise in developing a sharp focus towards managing the people, which is one of the core responsibilities to be embarked at the leadership level.

From a business strategy perspective, the initiative will create a ready set of professionals across function who can provide consultancy assistance to clients in the area of human capital—which is one of the core businesses of the consulting firm.

The organization will be able to aid a better career development plan for those employees who have successfully sailed through the programme.

Sums-up Mr.Palkar: “The initiative is just to communicate that managing people is a passion that every professional should cultivate rather than relegating it to HR or the functional heads”.