Training and Development Assignment - Case Study

Submitted to: Prof Taranjeet Duggal Submitted by: Sharvi raghuvanshi

CASE FACTS

KTL is a call centre services provider in India. It caters to financial services companies dealing in retail and corporate lending credit cards. It has clients in Europe, USA and Asia pacific.

Revenues of the company are based on head count i.e the number of tele-callers employed for particular clients.

Employees with defined communication skills in terms of voice quality, accent & grammar are demanded by clients.

KTL suffered loss in business since it was unable to hire adequate tele-callers according to clients requirements.

Division of candidates into 3 categories based on the Voice Tests. VOK-Excellent communication skills & fit to join immediately.

KTLs policy of Voice Training Academy

VMED-Average communication skills but seemed trainable. VNOK-Poor communication skills & lengthy training requiredDivision of candidates into 3 categories based on the Voice Tests.

VOK-Excellent communication skills & fit to join immediately. VMED-Average communication skills but seemed trainable. VNOK-Poor communication skills & lengthy training required.

Strategy devised after debating on the scoring pattern wasVMED Selected as KTL employees. Only stipend provided. Undergo 6 weeks training. If failed, would be asked to leave. Has to upgrade themselves to VOK to continue.

VNOK Selected as trainees. Would not be given any stipend. Free training for 3 months. In case of improvement, they can join as full time employees.

After 6 months of following it, the results were The conversion rate for VMED employees was around 70%, but 30% failure rate was high and was adding to the overall attrition rate and hampered companys brand image. The cost for VMED was turning to be too much. The conversion rate of VNOK was just 10%.

PROBLEMS IN THE CASE Q1. What seems to have gone wrong with the voice training programs at KTL? What are the challenges facing the academy? Ans.

Drawbacks of Voice Training Academy Inappropriate Training Need Analysis- The training need analysis was done but was not appropriate so such analysis should have been done that fits on individual training needs of employees.

Conversion rate was as low as 10% for VNOK- The conversion rate was low because the employees selected were unfit.

Low on Cost effectiveness- The stipend given to employees for the period was a waste because they were not taken and were still paid. Also, free training was given to employees and thus it was a waste for the company.

Lengthy training period- The training period was too lengthy which could have been for a shorter period.

Inadequate human resources - The company should target a major pool of employees and capture on better employees by providing them more benefits

Inefficient usage of existing resources like trainers, training room.

Challenges faced by KTL To attract more employees by offering better salaries and perks To specify the individual training need and work accordingly. To reduce the costs incurred on training To retain existing pool of employees Cut short the duration of training.

Q2. Can the VTA make its contribution to the staffing needs of KTL? In order to do so what changes are necessary in the operations and training programs being conducted by the VTA at KTL. (a) Yes, VTA can make a significant contribution to the staffing needs of KTL if designed effectively in order to fill the gap between the standard performance and actual performance of employees. Training need analysis should be conducted to plan the budget of the company, the required areas for training, and also determines where training might not be appropriate but requires alternate action. It should be made sure that training is provided to the right people and for the right time- frame to make it cost effective and time efficient. (b) KTL must strengthen its strengths in order to retain the employees with good communication skills. The candidates falling in VNOK category must not be employed since its conversion rate is only 10% which is close to negligible and unnecessary engagement of dedicated resources of KTL like trainers and training rooms contributing to the cost incurred by the company. VMED candidates must be given the right and efficient training for a month reducing the time from a period of 6 weeks. They must not be kept on pay rolls saving on cost incurred. Efforts must be taken to increase the conversion rate above 70% by concentrating on giving the needed training.