The Hindu Business Line : What the bosses say ...

On-the-job training is critical for an organisation. We are in the business of hospitality and just being good is not enough. We have to strive for excellence. If we want to compare ourselves with hotels like the Ritz in Paris or the Imperial in Tokyo, then we have to constantly upgrade and hone both managerial and technical skills.

Today's global guest expects the world out of you. We have not just to deliver but also to match up with the best and add a dash of Indian warmth and hospitality, for good measure. That's why the skills of our staff need to be upgraded all the time. We constantly give on-the-job training at all levels. This is done through our Corporate Training Department in Mumbai. In Delhi we have set up a Centre of Excellence, which is headed by a regional training manager.

In the Army, you are either fighting a war or training to fight a war. In our hotel you are either looking after the guest or training to look after guests.

The benefits

I won't restrict myself to the coinage benefits. In my opinion, constant upgradation of skills is absolutely necessary. I can enumerate numerous instances, but let me give a simple example of how on-the-job training is so vital.

The trend in food has changed. It has become healthier and stuff like cream, cheese and butter have taken a backseat. People these days prefer more fresh foods, fresh ingredients, more of herbs and green vegetables. Chefs need constant training and upgradation of skills to keep up with the trends. Besides training, they also learn from overseas chefs that we employ. For example, at the Taj Man Singh, we have a chef from England for our 24-hour restaurant Machaan. We have a German baker and a chef from Beijing for our Chinese restaurant. Our chefs pick up skills from these foreigners as well. So, the point I am making is that, on-thejob training never stops.

The selection

Yes, selection is absolutely necessary. We do competency mapping for each individual and identify his or her strengths, which can be further honed with training. Training is provided according to the competency of each individual. The performance of executives and other staff members is evaluated through our Performance Management System. At the beginning of the year we set targets and then make half yearly appraisals and, at the year-end, evaluate the performance, and if there’s need to train the individual further, we do so.

The focus

Training is constant at all levels and is of paramount importance. It is very much related to the survival of the organisation. We give training both in the establishment and outside. We train people in India and overseas. We send them to the IIMs and even to Cornell. We get experts from the management institutes to come and train our staff. On-the-job training is an ongoing process. The hotel business is directly related to staying in tune with lifestyles of the world. And we strive for that.

The safeguards

We, at the Taj group, do not believe in getting a bond or contract signed from an employee who undergoes training. Our policy is very clear; people work with us by choice. We like to think that we are the first choice for people desirous of making a career in the hotel industry.

A win-win situation

Ratish Pandey, General Manager, Bose Corporation, India

At Bose, we believe that on-the-jobtraining is very important. It gives the employee an orientation of the company and the processes followed within the organisation, apart from of course giving him the necessary skills and knowledge required for doing his or her job well. Also, I feel the on-the job training programme exhibits the company’s employee orientation… in effect, it goes a long way in showing the employee that the company cares.

The benefits

I honestly believe on-the-job training adds to a person’s skills. It may not essentially upgrade, but definitely adds to his or her skill sets. The benefits flow for both the company and the employee. The employee’s skills get enhanced and the organisation stands to benefit as the worker starts to delivers better. I think organisations must go all out to enhance the skills their employees. However, the training cannot be the same for all and needs to be customised to the individual’s job profile.

The selection

Corporates must not be selective. Like I mentioned earlier I feel it should be given for all functions. Training is an on-going process. One needs to identify the areas in which each group requires training and accordingly organise it. If the training required can be fulfilled by skills available in-house, then it should be done in-house. case the strengths for the training required are not available in-house, then it should be outsourced.

The focus

Once the training is over, the employees must be tested and their feedback incorporated to make it effective in the long run. This is how we constantly increase the standard of our training programme.

The safeguards

I believe we are moving towards a global marketplace. Things like bonds would not and cannot hold people back. If the company is offering a good environment, job that is in line with the employee’s expectations and can keep him motivated, do not feel bonds are required to retain the employee. If there is no job satisfaction, then no bond can hold him or her back.

Focus on marketing

Kapil Kapoor, Managing Director, Timex Watches Ltd.

Timex is part of an international organisation that has sold over a billion watches. The company is rapidly gaining market share and is widely recognised as a trend-setter. It therefore, incumbent to constantly upgrade the skills of our marketing team. This consists of regular and intensive seminars to make our people fully aware of the salient features of each watch in our portfolio as also the target audiences and distribution channels.

In a subsidiary capacity, our accounts and financial staff, as also our manufacturing and administrative staff, need to be brought on board for those aspects that concern them in a rapidly changing scenario driven by market trends.

The benefits

The benefits of on-the-job training are immense. Not only is our marketing staff exposed to the demanding work culture of our company; but they also end up as seasoned professionals suited to marketing a whole range of consumer and retail products and services wherever they may go. This is a valuable incentive towards each individual’s career development, both at Timex and elsewhere.

As for the organisation, it is of course the life-blood of a rapidly moving business like ours to be in line with the aspirations of literally over a billion Timex buyers around the world. So the importance of constant skill upgradation cannot be over emphasised.

The selection

Our selection criteria regarding the employees who require such an upgradation, are clear. The drivers of Timex live in the marketing hall. So we are very keen to constantly upgrade their skills. As for other staff members, in manufacturing or accounts or administration, we do smarten them up regularly as well to keep pace with where the company is going. But, it must be said, this happens in a subsidiary capacity.

Our main concentration is on developing our marketing skills and staff. We do this by brain-storming both internally and in consultation with our channel partners and other advisers on frequent basis. Based on our international experience at various locations we also cross-fertilise.

The focus

Once again I will harp on the marketing people because they are at the cutting edge of what makes us tick, if you’ll excuse the pun.

Marketing is largely an art form because the most inspired aspects of it need to be embedded in our staff, who, turn, need to have an exceptional aptitude.

So, it is one part that the individual brings to the table because of his or her academic training and previous experience. And, another part that Timex imparts to him/her. Thereafter, what happens is that most, if not all, our selected marketing staff members contribute amply to the growth of Timex.

The safeguards

We do ask employees who go abroad on high-cost training programmes to sign a bond that they will work with us, on return, for a specified amount of time. This is standard practice in a number of companies that go in for such skill upgradation.

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