1. PUNE INSTITUTE OF BUSINESS
MANAGEMENT
ASSIGNMENT- HRM
“TRAINING AND DEVELOPMENT AND
METHODS OF TRAINING USED IN IBM”
SUBMITTED BY:- AKSHAT CHAUHAN

2. 1. Describe what do you mean by training and development.
Ans. Training and development encompasses many educational activities that can
improve the job performance of an individual or group within an organization. These
functions typically involve advancing a worker’s knowledge and skill sets, as well as
instilling greater motivation to enhance job performance.
Training employees is about teaching them how to perform a specific task or
procedure. It’s usually focused on short-term gains enabling employees to become
better at their current job.
Development, on the other hand, is about growth and acquiring skills that will be
beneficial in the long term.
Training programs can be created independently or with a learning administration
system, with the goal of employee long-term development. Common training
practices include orientations, classroom lectures, case studies, role playing,
simulations and computer-based training.
REASONS WHY TRAINING AND DEVELOPMENT BENEFITS ORGANIZATION-
∞ More productivity.
When employees stay updated with new procedures and technologies, they can
increase output per employee work hour.
∞ Train future leaders.
Organizations must have a solid pipeline of well-trained and innovative potential
leaders to grow and adapt over time.
∞ Greater job satisfaction and retention.
Well-trained employees gain confidence in their abilities, which can lead to
greater job satisfaction, a reduction in absenteeism and overall employee
retention.
∞ Attract the best employees.
Top recruits are attracted to firms where there is an identifiable career path
based on consistent training and development.
∞ Increased consistency.
Well-organized training ensures tasks are performed uniformly resulting in tight
quality control that end users can trust.
∞ Greater safety.
Continuous training and development can ensure employees have the needed
skills to perform a task safely, with fewer errors.

3. ∞ Ability to cross-train.
Providing consistent training creates a knowledgeable team overall where
employees can take over for one another as needed.
∞ Added innovation.
Consistently trained employees can participate in developing new strategies and
products contributing to the company’s bottom line and continued success.
CURRENT TRENDS IN TRAINING AND DEVELOPMENT-
∞ On-the-go mobile training.
With the advancements in mobile technology companies are depending more on
mobile workforces, so training is migrating to mobile devices where apps provide
just-in-time information and recommendations to workers especially in the field
across industries.
∞ AI for employee development.
These systems understand language patterns and inputs including text, pictures.
Because of these capabilities, AI-based software can customize how training
content is delivered to a learner based on their learning style. AI can suggest
content based on a learner’s past performance and predict what information is
most important for them to learn next.
∞ Remote flexible learning models.
While distance learning has been around for a long time the recent COVID-19
pandemic has underscored the need for companies to have resilient, flexible
mobile workforce management. Organizations are seeing that remote workforces
need to be productive, engaged and continually learning in times of crisis.
∞ Agile learning.
Agile Learning or agile instructional design, refers to any approach to training
development that focuses on speed, flexibility, and collaboration. Agile is a term
usually associated with software development. But as the speed of business
increases, other business functions have adopted agile techniques to help them
updated quickly with market changes.
CHALLENGES TO BUILDING A SKILLED WORKFORCE-
∞ Dealing With Change.
Organizational change is more common than ever. Dealing with changes due to
mergers, acquisitions, technology, budgets, and staffing is the top challenge cited
by Learning and Development professionals.

4. ∞ Skills availability and quality are in jeopardy.
The half-life of skills continues to shrink, while the time it takes to close a skills
gap has ballooned forcing organizations to find ways to stay ahead of skills
relevancy.
∞ Intelligent automation is an economic game changer.
Millions of workers will likely require retraining and learning new skills and most
companies and countries are ill-prepared for the task.
∞ Organizational cultures are shifting.
The digital era has introduced the need for a new business model, new ways of
working and a flexible culture that fosters the development of critical new skills.
∞ Delivering Consistent Training.
When a company is global or geographically dispersed, it increases the difficulty
of providing consistent training. The most common challenges include
geographic limitations, increased costs, language barriers, translation issues, and
virtual training needs.

5. 2. Describe and explain about the training methods used in the company for
training their employees.(IBM-International Business Machines)
Ans.
TRAINING METHODS USED IN IBM(INTERNATIONAL BUSINESS MACHINES) ARE-
ALIGNING SKILLS PROGRAM WITH BUSINESS NEEDS
∞ Quantify the potential impact of solution.
IBM not just concentrate on the technology and features. It use learning
technologies to deliver average improvements of:
o 19% in staff satisfaction/engagement
o 14% in increased productivity
o 17% in customer satisfaction
o 22% in reduction in delivery time
∞ Align your learning strategy with the business.
Proactive in understanding and supporting both tactical and strategic
organizational goals. IBM is driven more by business priorities than others and
involve business leaders directly. They:
o Analyse the business problem before recommending a solution.
o Work with senior managers to identify specific business metrics to be
improved.
o Recognize that learning is aligned with the overall business plan.
o Demonstrate value back to the business by revisiting objectives with
senior managers and reporting on the goals/results.
∞ Leverage the experience and results of others
IBM invest in the process of benchmarking to help avoid re-inventing the
wheel to continually improve performance. External comparisons also help to
justify the business case.
∞ Positioning for success
Timing is everything. Understand learner behaviour upfront to accelerate
change. Link to other initiatives in the organizations to make it relevant do not
teach people to shovel snow in the summer.
To meet the challenges, leaders must look within their organizations to improve
employee engagement, unlock lost productivity and develop the skills of their existing
base. They must also evaluate the best methods to build skills and create an
environment where intellectual capital is easily shared and diffused through the
organization and they must measure the real value of skills to the organization to
justify the costs and meet “spend to save” criteria.

6. BEST PRACTICES FROM LEADING ORGANIZATIONS
IBM adopt the following best practices to create a culture that fosters continuous
learning practices which lead to better and faster business results:
∞ Fully training the team.
The most important factor in reducing the effect of knowledge leak is fully
training everyone.
∞ Provide ongoing training/access to reference resources.
The obvious method to reduce leakage is to provide “refresher training”
continuously.
∞ Document processes.
Documented processes or routines can mitigate the absence of individual skill.
∞ Train consistently.
Training new hires, promotions and transfers, regardless of their “source,” is
important to ensure consistent application of policy and ultimate system
success.
∞ Train efficiently.
The acclimation of new users is exacerbated when positions turn over quickly,
as in the case of medical canters where residents temporarily work as part of
their clinical rotations or IT organizations in urban areas where turnover is
higher than in more rural locations.
∞ Train globally.
Training on a global basis is a never-ending cycle.
∞ Train conveniently.
Technology-based training, including informal or search learning, supports
delivery as closely as possible to the time when the employees will use the new
system or new procedure, ensuring the most value of the training and the most
value of the system.
∞ Explain thoroughly.
Users may not always have access to mentors and may need access to
reference material, search tools or expanded training to address areas of need
whenever problems arise.

7. NEED TO MEASURE ROI
∞ Test before and after
IBM conducted a test to measure knowledge and job satisfaction before the
training event, then test afterwards to compare the results.
∞ Examine service logs
Measure the impact to customer service, tech support and compliance before
and after. Determine a value in units.
∞ Measure sales performance
IBM is providing sales training, measure the change in sales for trained
employees. In addition, measure the amount of time spent looking for
information by administering a questionnaire before and after the training
event.
∞ Examine time to completion
IBM quantify the value of the difference between the completion rate for
trained employees versus untrained employees. Salaries are one
measurement; opportunity is another
∞ Examine costs
Training reduces waste of valuable assets. For example, employees who are
trained to use a shared cloud hosting service for data will dramatically
decrease the amount of storage needed overall in the organization. The
benefits you attain – and the training costs to achieve them should be
measured over a 12-month period to provide a realistic value of improvement.
ENGAGE AN EXPERT
An IBM Global Training Provider help drive not only the dynamic plan around
learning requirements but can also help measure consumption and performance of
the resulting skills against business, making it easier to build long term always
learning models that will drive significant success to business.
IBM(International Business Machines) evaluate the best methods to build skills and
create an environment where intellectual capital is easily shared and diffused through
the organization and they must measure the real value of skills to the organization to
justify the costs and meet “spend to save” criteria.