EMPLOYEE TRAINING AND

DEVELOPMENT

GROUP MEMBERS
Laiebah Masood Khan (20191-26155)
Ayesha Salman (20191-26058)
Ujala Farzan (20191-26187)
Atif Malik (20191-26055)
INSTRUCTOR
Syeda Tayyaba Fasih
DATE OF SUBMISSION
4TH December’ 2021

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 TABLE OF CONTENT
S. NO CONTENTS PAGE NO.
1 Acknowledgment Letter 3
2 Executive Summary 4
3 Introduction 5–6
4 Discussion 7–9
5 Conclusion 9
6 Recommendations 9 – 11
7 References 12
8 Appendices 13

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 ACKNOWLEDGMENT LETTER
Firstly, Thanks to Allah Almighty who gave us the strength and this wonderful opportunity to
complete this venture. Then, we would like to thank our teacher for her outstanding support and
guidance, without which this would not have been possible. This task was challenging and
demanding but at the same time full of exposure and brilliant real world corporate experience.
We worked as a team and every one of us put our efforts to make this final report the best one.
With the team excellence and continuous hard work we were able to complete this task in the
allotted time. We would like to express our gratitude to Ma’am Syeda Tayyaba Fasih for her
assistance during the project and throughout the course in general. Moreover, we would like to
give a huge thanks to the ENGRO and the representative from ENGRO who gave us an
opportunity to interview him and informed us about the different aspects of the organization. It
was a very fruitful project and we really believe that this has prepared us for the future that is
ahead of us.
Regards,
Team Members.

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 EXECUTIVE SUMMARY
Engro Energy was establish in 2008 by Engro Corporation to develop power projects in Pakistan
and beyond. They believe in Diversity and Inclusion and have extensively trained their
employees to fulfil this cause. The secret of Engro’s well developed training and development
program is the attention to detail they give to every method adopted. The company has utilized
the top most models with great perfection which has eliminated any chances of mishaps.
However, no one is perfect and Engro has started to face a small problem of extensive training
which has caused some uneasiness amongst the employees as well as wasting some of the
company resources. But, Engro is on top of the problem and is actively working towards creating
a balance to help manage this issue at hand.
Key words: Engro Energy, Employee Training and Development, Performance Appraisal

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 INTRODUCTION
ENGRO ENERGY
‘Engro’ or ‘E-crop’ was founded in 1965 as a fertilizer business by an American company Esso
on the Mari Gas field that is near Ghotki, Daharki Sindh. Engro was considered as the largest
foreign investment by a multinational company that is situated in Pakistan at that time.
Moreover, it is the 2nd largest fertilizer manufacturing company in Pakistan which covers over
the wide range of products and services covering from the area of full seed to what to harvest.
Engro has many subsidiaries companies like Engro energy, Engro polymer, Engro power
services limited etc. Engro Energy was establish in
2008 by Engro Corporation to develop power projects
in Pakistan and beyond. Their first introduction to the
energy sphere was Engro Powergen Qadirpur Limited
which runs on previously flared permeate gas while
owning and operating a 217 MW power plant in
Qadirpur, Ghotki.
In 2009, Engro energy formed Sindh Engro Coal
Mining Company (SECMC) to utilize the world’s
largest coal reserves in Thar for the purpose of energy
production. Soon, the company established two 330
MW mine-mouth power plants in Tharparkar.
Moreover, in 2019, Engro energy announced to develop a solar power project in Baluchistan by
investing US $144.4 million.

EMPLOYEE TRAINING AND DEVELOPMENT

Employee training and development involves any action that benefits employees in gaining new
information or skills, or improving existing ones. Employee development can take many forms,
including training, coaching, mentorship, informal learning, self-directed learning, and
experiential learning. It is very important for the managers to have an insight view of how to
orient and train the employees in order to make sure that their employees have a clear picture of
the task they have to perform.
Employee orientation is a big part of Employee Training and Development which means to
provide basic background information of the firm to the new employees so that they are able to
perform their jobs ideally. A process of orientation is done for new employees through a
welcome note and then it’s carried further. After orientation, another process starts which is
termed as training. It is a process to train new or current employees with basic needs that are
required to perform their jobs. It is critical to evaluate current training effort, regardless of the
training schedule. You can test reaction, learning, activity, or results in parallel with the group
you're training, ideally utilizing a control group which has not been exposed to training.

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Training and development have many advantages like Workers who are prepared and improved
can assist representatives with turning out to be better at their positions and defeat execution
holes that depend on absence of information or abilities. This can help associations and groups
be more useful and acquire further developed business results, prompting an upper hand over
different organization. Preparing can assist associations with being more creative and light-
footed in reacting to change and can assist with important upskilling and reskilling to assist
associations with guaranteeing that their workforce meets their present requirements.
Representative preparing and improvement likewise can assist with progression arranging by
assisting with distinguishing high-performing workers and afterward helping those
representatives with the improvement of the information and abilities they need to progress into
more senior jobs.

ANALYSIS
The training and development at Engro take place in a way that various programs are conducted
which are basically made to meet the development needs of our employees. Based on the
leadership competency model, various programs were created. This enables them to have a clear
vision of the required sets of skills that are needed to strengthen employees’ progress and
motivate them for work.
Engro is a very big advocate for diversity and inclusion, especially regarding the disabled people
of our community. They want their leaders to posesses a higher level of D&I competencies and
to achieve this goal they provide training to their employees about disabilities to create a more
equitable work environment. Similarly, to eradequate the gender bias and stereotypes a workshop
was conducted for the Thar site employees to help them make more informed decisions in the
workplace.
From these two exmaples we can conclude that Engro have some strong beliefs and goals and to
achieve those goals they take the help of the process of employee training and development. This
helps their employees better understand the oranizational values while also achieve the goals in
an efficient and produtive manner.
To assess, maintain, and monitor the skills, knowledge, and attributes of the employees, Engro
uses the Leadership Competency Model. This model can help in defining and developing the
behaviors that impacts the organizational performance the most. Moreover, we can see from the
on growing achievements of the company that they are using the model correctly and it has some
benefits to it. Following are some of the benefits a leadership competency model.
 The hiring system is easy and free from any biasness and personal discretions.
 Makes the needs analysis part of the learning and development process easier.
 Makes performance management easy by having a structured expectations from the
employees.
Appraisals become easy as recognition is based on a measurable scale.

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 DISCUSSION
When talking to the HR manager of Engro Energy, we got more insight into the training and
development processes and performance appraisal processes look like. We got information about
different parts of these two main topics that are discussed below.

TRAINING NEEDS ANALYSIS

The first step of the training and development process is the training needs analysis. At this step,
the company identifies the training and development needs of their employees to make sure the

jobs are done effectively.

At Engro, this process starts by making a framework of the technical skills required for a
particular job. These technical skills are the functional competencies mentioned in the job

description. These competencies are analyzed keeping in mind the 4 levels of skills that each
competency has. Every job requires a different level of skill to perform the task in the most
efficient way. So, if the employee does not have the required level of competency, then there is a
need for training to fix that. Moreover, the company also uses the MoSCoW model (must have,

should have, could have, will not have) to analyze the training needs.

Another thing that is important for Engro for their needs analysis process, is succession planning.
If there is a leadership role being passed on to another employee then there is a training needs

analysis done on the selected candidate to figure out if there are any skills that the person needs

a training for.

In conclusion, we can say that Engro does two types of trainings; to develop skill levels for the

current role and to develop skills for the future role.

TRAINING METHODS
Engro’s preferred method of training is to use the 70, 20, 10 model, which indicated that 70% of
an employee’s learning is happening through on the job experience, 20% is done through peer
interactions and only 10% learning is done through formal trainings. The HR manager ensures
that on the job learning is happening constantly for their employees, however, formal trainings
are conducted very frequently. Trainings for gender biasness, diversity and inclusion,
presentation skills, stress management are conducted quite often to help the employees in their
personal lives as well.

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TYPES OF TRAININGS
There are two types of trainings that Engro focuses on; soft skill trainings and
functional/technical trainings. Soft skill trainings are conducted to help the employees with
personal attributes which are important not only professionally but also socially. These soft skill
trainings are solely regulated by the HR department and includes trainings for negotiation skills,
presentation skills, stress management, therapy sessions, etc. These trainings are mandatory for
almost all of the employees to attend and benefit from.
Functional/technical trainings are conducted to teach the employees skills about their particular
department/job. The trainings conducted to enhance the skill level of the employees is actually a
form of technical trainings given to employees according to their departments.

BARRIERS IN TRAINING AND DEVELOPMENT

Since, Engro really focuses on diversity and inclusion, culture has never been an issue.
Employeees are constantly given trainings about diversity and inclusion which eradequates this
issue upto 99%. Other than this, when employees are recruited they go through certain filters
which assures that the person becoming a part of the organization does not have some strict
views about change, does not have short term focus or can overcome the barriers of short term
focus, etc. The resources barrier have not been a problem for Engro because trainings have
always been a big priority and the management makes sure that this problem is taken care of.

POST TRAINING EVALUATION

The post training evaluation process is quite simple at Engro. Two form are generated to evaluate
the effectiveness of the trainings from which one form is purely about the training that includes
the trainer, the course cvered, the speed of the course, etc. While the other form evaluates the
venue, the ambiance, the experience, etc.
For more technical trainings the post evaluation also includes the demonstration and practicing
of the skills learned from the trainins programs.

PERFORMANCE APPRAISAL METHODS

The performance appraisal process starts when the objectives are set for the whole year, ideally
in the month of January. The evaluation of those objectives is done twice a year, once in
june/july to update the employees on their performances. Problems are addressed if there are any
or employees are asked to continue their hard work to achieve the goals they had set for
themselves. By the end of the year, an annual performance evaluation process happens in which
employees are rated on a scale of 1 to 4 which then determines their performance status.
To be more specific, Engro uses the 360-degree method in which the subordinates, co-workers,
and managers all rate the employee anonymously and the results are incorporated into the
employee’s performance review. This process helps to understand how an employee is working
as a team and how to improve that team work.

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BIASNESS IN PERFORMANCE APPRAISAL PROCESS
Every organization goes through facing the difficulties of biasness and so does Engro. However,
they have created a robust system where everything need to be documented, in hopes of
eliminating this problem entirely. They focus on six competencies to measure an employee’s
performance; team work, design processes, self-awareness, time management, articulation, and
information literacy. Another thing that Engro’s employees can do to decrease the biasness is to
ask for ratings from their peers which will then directly go to the managers for evaluation. There
is even a third option for the employees to flag the decisions to HR if they have a reason to
believe that the results were biased.
Each an every aspect of biasness is taken care of even though the process itself is quite secure as
it is completed by the evaluation of three different people. The first person to evaluate the
performance of an employee is his manager, then the division head, and the process ends with
the evaluation of the HR himself.

CONCLUSION
Engro Energy was establish in 2008 by Engro Corporation to develop power projects in Pakistan
and beyond. Being this massive of a company, Engro requires its employees to be well trained
and developed. The training and development takes place in a way that various programs are
conducted using the leadership competency model, to meet the development needs of our
employees. This enables them to have a clear vision of the required sets of skills that are needed
to strengthen employees’ progress and motivate them for work.
During the interview, we were able to get information about the training and development
process of the company. They explained us that to conduct the training and development process
they take help of the leadership competency model to map out the behaviors impacting the
organizational performance. They have a much planned training needs analysis process which
analysis the needs of training for developing the skill level for the current role and developing
skills for the future role. They also make use of the MoSCoW model to further analyze any
training needs left unattended. They use the 70, 20, 10 model as their preferred training method
and keeps a balance of soft skill trainings and functional/technical trainings to help their
employees in their personal as well as technical growth. They keep the post evaluation simple
and easy by restricting the process to fulfilment of only two forms. However, the evaluation
process of technical trainings is done throughout the year. Their performance appraisal process
uses the 360-degree method to ensure that the appraisal process is fair and to further decrease the
biasness, there are various different methods the company adopts to make the process as un-
biased as possible.
As flawless as the training and development process of Engro is, there are too many trainings
happening on top of each other and some employees don’t even want them. This decreases the
effectiveness of the trainings while also wasting the company resources, which Engro is aware of
and is working to make this process more fruitful for the employees.

RECOMMENDATION
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Unquestionably, Engro has an incredible and effective training programs and initiatives with
smooth growth of employees but still following are the few recommendations that has been
proposed off, after the analysis and evaluation of Engro’s training and development.

BENCHMARK AGAINST THE COMPETITION

Before agreeing to support a new initiative, Engro should always ensure what the competitors are
doing to ensure that that it helps to network with professional colleagues and through
organizations like the Society for Human Resource Management to find out what others are
doing.
SURVEY YOUR EMPLOYEES
The best source of information about organizational performance and needs are the current
employees. They know a lot about what’s going on and what should be changed. They’ll
appreciate the interests and will provide valuable feedback about what could be better or
eliminated. Engro can initiate focus groups to see what current employees wanted and needed:
ALIGN TRAINING WITH MANAGEMENT’S OPERATING GOALS
Engro should ensure that the training programs should be designed in a way that goes in line
with operating goals: better performance, productivity, quality, or customer satisfaction, etc.
Once the goals are well-defined, targeted programs could be designed.
RUN IT LIKE A BUSINESS
Engro must need to ensure that it drafts a strategic plan for training that includes all the classic
elements:

 Clearly state purpose and proposed deliverables. Show that you understand the depth and
breadth of what you’re proposing.
 Include a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that will
help identify the appropriate training.
 Construct a realistic budget. Include all expenses, and be conservative to the organization
so that everyone can better understand the return on their investment.
 Market the program as if it were for customers. Leverage the public relations, graphic and
marketing departments to brand and promote your programs, and design surveys to get
feedback from participants.
 Conduct pilot classes to make sure the plan is working within the Engro premises. Trial
runs help identify shortcomings and will allow the organizers to refine and make the
program as good as everyone expects and needs it to be.

KEEP INNOVATING
The management should ensure that it continuously brings improvement in the design of training
to help achieve maximum results.

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MEASURE RESULTS
Engro must effectively measure outcomes to make sure they continue to get the biggest bang for
their buck. The best measures are the simplest ones; incorporate them into your program so
everyone knows what’s expected. And recommended way for Engro is “corresponding
behaviors”—behaviors you’ll look for and measure on the job to determine if employees actually
learned how to perform appropriately.

CONSIDER CROSS-DEPARTMENT TRAINING

Cross-department training and development programs are a great time to foster the kind of
company-wide camaraderie and understanding that doesn’t happen when people are sitting in
their respective cubicles. It can also broaden employee skill sets and can make Engro function
better as a cohesive whole.

ASK EMPLOYEES WHAT THEY WANT

 When designing ongoing training for employees, Engro should keep in mind that the
modern-day employee is usually aware of the skills they’re likely to need in the future.
This is because the skills landscape across industries is changing rapidly – and employees
are aware of how vulnerable these evolving needs could make them. Employees are more
likely to give honest feedback about the ongoing training they’ve received, and where
they feel their development needs aren’t being met if they’re given a convenient and
private channel to do so. Making liberal use of surveys during and after training could be
a step in the right direction.
 An added benefit of asking employees what they want to learn is that they’ll be more
motivated to participate if they feel heard and empowered in their own development
journey.

 There are two important tools to consider for honest and accurate input from employees
about their skills needs:
 Regular goal setting 
 Create simple feedback channels

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 REFERENCES
Andriotis, N. (2018, May 18). Improve your ongoing training program in 6 simple steps.
Retrieved from Talent LMS: https://www.talentlms.com/blog/six-ways-improve-
ongoing-training-for-employees/
Benefits of a Competency Model in a Global Company. (n.d.). Retrieved from Strength Scape:
https://strengthscape.com/benefits-competency-model-global-company/
EduPristine. (2020, May 18). What is Soft Skill Training. Retrieved from EduPristine:
https://www.edupristine.com/blog/what-is-soft-skill-training
Engro Energy. (n.d.). Retrieved from Engro Energy : https://www.engroenergy.com/
Engro Energy. (2021, March 29). Retrieved from Wikipedia:
https://en.wikipedia.org/wiki/Engro_Energy
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energy-limited/
HR Help Board. (n.d.). Retrieved from Training Needs Analysis :
https://www.hrhelpboard.com/training-development/training-needs-analysis.htm
https://en.wikipedia.org/wiki/Engro_Corporation. (2021, September 21). Retrieved from
Wikipedia: https://en.wikipedia.org/wiki/Engro_Corporation
Mir, A. I. (2021, July 31). Challenges of Working from Home: Analyzing Engro Fertilizers in the
Pandemic. Retrieved from Paradigm Shift:
https://www.paradigmshift.com.pk/challenges-of-working-from-home-analyzing-engro-
fertilizers-in-the-pandemic/
MoSCoW Prioritization. (n.d.). Retrieved from Product Plan:
https://www.productplan.com/glossary/moscow-prioritization/
Nathan, A. (2016, March 10). 7 Key Steps for Better Training and Development Programs.
Retrieved from SHRM:
https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-
development/pages/key-steps-for-better-training-development-programs.aspx
Periyasamy, R. (2021, November 11). Barriers to Organizational Learning & Training
Programs. Retrieved from apty: https://www.apty.io/blog/barriers-to-organizational-
learning
Sindh Engro Coal Mining Company. (2021, August 21). Retrieved from Wikipedia :
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appraisal-definition-examples-quiz.html

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 APPENDIX
QUESTIONNAIRE
1. Does your organization conduct trainings regularly?
2. Do you consider training and development to be an important part of your organizational
strategy?
3. What kind of training methods do you prefer? (on the job, informal learning 70 20 30,
mentoring/coaching, case study, films and videos, etc)
4. What type of trainings does the organization provides the employees?
5. What are some of the barriers to training and development in your organization?
6. Have you experienced fruitful changes in working efficiently after being trained?
7. Has training helped in improving employee-employee relation?
8. How often do you conduct training program in your organization?
9. Has training program improved the productivity of both quality and quantity?
10. Has training developed leadership skills and team work?
11. What does your TNA process look like?
12. How do you evaluate the course’s effectiveness afterwards? Process?
13. What tools do you use for performance appraisal of employees?
14. What are some of the problems you face with performance appraisals?
15. What methods do you prefer for job evaluation of employees and why? (MBO, 360
degree, assessment center method, BARS, etc.

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