Assignment on Training and Development within Vodafone

Assignment on Training and Development within Vodaf bingle clement Resource steering (HRM), a relatively new term, that emerged during the 1930s. Many commonwealth used to refer it before by its traditional titles, such(prenominal) as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a steering function that assistances an boldness select, recruit, admit and develops.Human Resource Management is defined as the muckle who staff and manage organization. It comprises of the functions and principles that atomic number 18 apply to retaining, train, developing, and compensating the employees in organization. It is likewise applicable to non-business organizations, such as grooming, healthcare and so forth Human Resource Management is defined as the set of activities, programs, and functions that are chassised to maximize both organizational as rise as employee e ffectivenessScope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM.The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is genteelness and development.TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral remove takes place in structured format. tralatitious AND MODERN APPROACH OF TRAINING AND DEVLOPMENTTraditional Approach Most of the organizations before never used to count in cooking. They were holding the traditional view that managers are born and not do. There were also some(a) views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.The modern appro ach of training and development is that Indian Organizations put up realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the outstrip resultsTRAINING AND DEVELOPMENT OBJECTIVESThe principal objective of training and development division is to make sure the accessibility of a skilled and willing workforce to an organization. In addition to that, there are four separate objectives Individual, Organizational, Functional, and Societal.Individual Objectiveshelp employees in achieving their personal goals, which in turn, enhances the unmarried contribution to an organization.Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness.Functional Objectives maintain the de spokespersonments contribution at a level suitable to the organizations needs.Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society. piece of HRD Professionals in TrainingThis is the era of cut-throat competition and with this changing scenario of business the role of HR professionals in training has been abundantned. HR role now is1. Active involvement in employee education2. Rewards for improvement in carrying out3. Rewards to be associated with self esteem and self worth4. Providing pre-employment emphasiseet oriented skill development education and post employment support for advanced education and training5. Flexible access i.e. anytime, anywhere trainingThe HR functioning is changing with time and with this change, the relationship amongst the training function and other management activity is also changing.About VodafoneVodafone Group Plc is the worlds leading mobile telecommunications participation, with a signifi so-and-sot presence in Europe, the Middle East, Africa, Asia Pacific and the United St ates through the Companys subsidiary undertakings, joint ventures, associated undertakings and investments.The Groups mobile subsidiaries operate under the crisscross name Vodafone. In the United States the Groups associated undertaking operates as Verizon Wireless. During the last few years, Vodafone Group has entered into arrangements with network operators in countries where the Group does not hold an equity stake. Under the terms of these Partner Market Agreements, the Group and its married person operators co-operate in the development and marketing of global products and services, with varying levels of brand association.At 30 September 2009, base on the registered customers of mobile telecommunications ventures in which it had ownership interests at that date, the Group had 323 million customers, excluding paging customers, calculated on a proportionate basis in accordance with the Companys percentage interest in these ventures.The Companys ordinary shares are listed on th e London Stock Exchange and the Companys American Depositary Shares (ADSs) are listed on the NASDAQ Stock Market. The Company had a total market capitalisation of approximately 71.2 billion at 12 November 2009.Vodafone Group Plc is a humans limited company incorporated in England under registered number 1833679. Its registered office is Vodafone House, The Connection, Newbury, Berkshire, RG14 2FN, England.Vodafone Training and developmentWe picture training and development opportunities to help our employees gain new skills and experiences, and encourage them to r individually their honorable potential. Vodafone offers a wide range of online courses related to specific aspects of the business or key skill sets.Performance DialoguesAll employees bang an annual Performance Dialogue with their line manager, enabling them to review their implementation annually and set fall goals and development plans for the year ahead. The process ensures our mountain can make a clear connecti on between their goals and Vodafones business objectives.Development BoardsVodafone employees with key skills are discussed at an annual Development Board, where their line managers rate their performance and potential. We use this information to identify employees with leadership potential in each local operating company. These employees are encouraged to complete leadership development training, such as liven up.Inspire leadership developmentInspire is a global programme designed to identify and develop high potential employees and accelerate their emanation into leadership roles. Participants take part in a trio-month international rotation and receive commercial training and personalised leadership development through Imperial College, Oxford Said Business School and the Hay Group. They also gain from exposure to and learning from members of our Executive Committee. The programme produces cross-cultural understanding within Vodafone and encourages employees to take rate o f the breadth of experience crosswise the Group.Promoting career opportunities within VodafoneWe want people to develop at Vodafone and promote enlisting from within. This encourages people to progress their careers within the company, either through promotion or a change of role to broaden their experience. All vacancies across Vodafone are advertised on the job-posting page of our global intranet, which encourages the ecstasy of talent across the Group.Equal opportunities and assortmentWe believe employee diversity is an asset to our business. Men and women of various ages from unalike backgrounds and cultures, with a range of different experiences, help us understand and serve our customers around the world.We have a strategy to improve diversity and comprehension across the Group. It aims to ensure Vodafones workforce reflects its diverse customer base, and that the company has an inclusive working environment that embraces the benefits diversity brings.Vodafone aims to cre ate a working culture that respects the value of differences among colleagues and encourages individuals to contribute their best within an environment that is inclusive, open, flexible and fair. We will not tolerate discrimination or unfair treatment on any grounds. Employees mustiness act with integrity and respect for their colleagues and customers. We are commit to aid talented people from diverse backgrounds meet their potential at all levels of the company.Gender diversityWe are working to improve gender diversity at Vodafone, as part of our diversity and inclusion strategy. This includes carrying out senior leadership training on inclusion and diversity. At Group level, we instruct our recruitment consultants to recommend a minimum of one credible female candidate for interview for every vacuum we advertise at management level.We recognise that women can often be more affected by family commitments than men and encourage flexible working to help employees balance their wo rk with their family commitments.Cultural diversityWith trading operations worldwide, Vodafone is not only multinational but multicultural. We encourage our managers to gain experience working in different countries and almost half our senior managers have international experience. International rotation is a key part of our Inspire programme for employees with high potential. See Training and development.Employees with disabilitiesWe are conscious of the difficulties experienced by people with disabilities, and make every effort to ensure access to the Groups facilities and services.Disabled people are assured of full and fair consideration for all vacancies for which they offer themselves as suitable candidates. We do our best to meet their needs, in particular in relation to access and mobility. Where possible, modifications to workplaces are made to provide access for the disabled.Every effort is made to continue the employment of people who become disabled during their employ ment, through the provision of additional facilities, job design and appropriate training.Reward and recognitionWe aim to provide competitive and fair rates of pay and benefits in each market where we operate. This helps us attract and retain the best employees. Pay and benefits vary in each local operating company.Vodafone rewards employees based on their performance, potential and contribution to the success of the business. We want to ensure that our people feel their efforts are recognised. Our global short and long-term incentive plans reward performance.Health, sentry go and welfareThe health, safety and wellbeing of our employees is a priority for Vodafone. We believe all incidents and injuries are preventable and we are committed to ensuring that our people can do their work safely. And we understand that employee wellbeing is vital for a healthy and effective workforce.Our wellbeing framework tackles significant issues such as attendance and stress management, as well as helping our people understand the importance of work-life balance and the benefits of healthy lifestyles. Many of our operating companies run programmes which aim to remark their employees healthy and free from stress, including flexible working initiatives. Flexible working enables employees to balance work and family commitments better and helps us to attract and retain the best people, as well as use space more efficiently.Our health, safety and wellbeing principles apply equally to Vodafone employees, our service providers, contractors and suppliers. We set consistently high health and safety standards across the Group, and have robust management systems to ensure these are implemented.Our Group Health and rubber Policy covers health and safety management, radio frequency fields and health, and driving safety. Each local operating company must comply with this policy and implement a health and safety management system that is consistent with local operating conditions and leg islation. We also provide health and security advice for employees travelling abroad on business.Our Group Health, Safety and Wellbeing Board oversees implementation of health, safety and wellbeing management by local operating companies. direct companies share information and advice through our Health, Safety and Wellbeing Network and at annual conferences.Employee proposeingMany of our employees entrust their time as volunteers to support good causes. This benefits charities and communities but also allows our employees to learn new skills.We encourage employee volunteering and help to raise additional funds from third parties. Most of our local operating companies have programmes to encourage employees to volunteer in working hours.Examples of employee volunteering programmes includeRefurbishing a residential care home for young children, by Vodafone Malta to mark its seventh annual Corporate Responsibility Day.Distributing blankets, clothes and food supplies to 10,000 needy f amilies. Over 160 Vodafone Egypt employees volunteered three hours each on average to the cause.Giving blood at Vodafone Albanias Blood Donation Day, in co-operation with The trigger-happy Cross. Donors are urgently needed in Albania because 8% of the population carries Thalassemia, a blood condition that can be treated with blood transfusions.Vodafone Australias Beyondyou programme, to help employees make a personal difference to their community and the environment. Beyondyou offers individual and team volunteering, as well as career development opportunities with community partners. Employees can take one additional day of paid leave each year to volunteer.