netrashetty
Netra Shetty
FreeWave Technologies, Inc. is a B2B company based in Boulder, Colorado where it manufactures and designs frequency hopping, spread spectrum and licensed data radios. Wireless data solutions are utilized in industrial, scientific, military, and commercial applications. The U.S. Army is one of their biggest customers. The company also conducts network design, path studies, and pre-installation engineering services to ensure reliable, error free data-flow under any condition and in all environments. FreeWave is the only long term radio provider with 100 percent backward compatibility with older products. All radios are manufactured locally in Boulder, Colorado and tested to operate over the temperature range of -40°C to +75°C.
Begin by assessing the current status of the company -- how it does what it does best and the abilities
of your employees to do these tasks. This analysis will provide some benchmarks against which the
effectiveness of a training program can be evaluated. Your firm should know where it wants to be in
five years from its long-range strategic plan. What you need is a training program to take your firm
from here to there.
Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a company-wide
training effort without concentrating resources where they are needed most. An internal audit will
help point out areas that may benefit from training. Also, a skills inventory can help determine the
skills possessed by the employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future development.
Also, in today's market-driven economy, you would be remiss not to ask your customers what they
like about your business and what areas they think should be improved. In summary, the analysis
should focus on the total organization and should tell you (1) where training is needed and (2) where
it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program.
Analyze the characteristics of the job based on its description, the written narrative of what the
employee actually does. Training based on job descriptions should go into detail about how the job
is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for
what is done.
Individual employees can be evaluated by comparing their current skill levels or performance to the
organization's performance standards or anticipated needs. Any discrepancies between actual and
anticipated skill levels identifies a training need.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next decision is who
should be trained? For a small business, this question is crucial. Training an employee is expensive,
especially when he or she leaves your firm for a better job. Therefore, it is important to carefully
select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material
and to use it effectively, and to make the most efficient use of resources possible. It is also important
that employees be motivated by the training experience. Employee failure in the program is not only
damaging to the employee but a waste of money as well. Selecting the right trainees is important to
the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment
process outlined above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the company. Goals
should include milestones to help take the employee from where he or she is today to where the firm
wants him or her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals
increases the probability of success.
On-the-job training is delivered to employees while they perform their regular jobs. In this way, they
do not lose time while they are learning. After a plan is developed for what should be taught,
employees should be informed of the details. A timetable should be established with periodic
evaluations to inform employees about their progress. On-the-job techniques include orientations,
job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or discussions,
case studies, role playing, simulation, programmed instruction and laboratory training. Most of these
techniques can be used by small businesses although, some may be too costly. Box 7 shows the
range of costs for different types of training. Choose the techniques that meet your needs and fit your
budget.
Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
a) Rate of incentive increments to executives granted incentive for acquiring higher qualification prior to 01.01.1997: Executives who had been granted incentive increments prior to 01.01.1997 and were in receipt of these increments in the pre-revised scales will be entitled to draw incentive increments w.e.f. 01.01.1997 in the revised pay scales with reference to the post held by them as on 01.01.1997. The incentive increments for this purpose will be calculated at the rate applicable at the minimum of the revised basic pay of the post.
Illustration : If an executive was granted incentive increment prior to 01.01.1997, when he was at E-2 level, and he is at E-4 level as on 01.01.1997, the amount of incentive increments will be calculated at the minimum of E-4 scale of pay and not repeat not on the actual basic pay being drawn by the individual in E-4 level.
c) Rate of incentive increments to executives granted incentive for acquiring higher qualification after 01.01.1997: Executives who have been granted incentive increments for acquiring higher qualification on or after 01.01.1997, will be entitled to draw the incentive increments on the revised basic pay drawn by the individual at the time of acquiring higher qualification.
d) Executives who have been granted incentive increments w.e.f. 06.10.1998 in terms of Office Orders No. 1(12)/97/Incentive/EP dated 06.10.1998 & 16.11.1998 will draw the increment w.e.f. 06.10.1998 with reference to the level as on 01.01.1997 or actual date of acquiring qualification whichever is later on the same principle as enumerated in para (a) & (b) above.
e) Rate of Increments in case of retrospective promotion/pay fixation: In both these cases, the amount of incentive increments shall be regulated as per (a) or (b) above depending upon the effective date of promoted post deemed to be held or the basic pay deemed to have been drawn on the date of grant of incentive increments for higher qualification as the case may be taking into account whether the executive was granted incentive increment on or after 01.01.1997 or prior to it. II The rate of increment is dynamic i.e. on subsequent pay revisions the increment rate gets revised to an amount to be calculated on the minimum of the revised pay scale of the relevant post held at the time of grant of such increment. Employees who are actually drawing incentive increments at a higher rate than that admissible on the lowest scale of pay continue to draw incentive increment at the old rates
Begin by assessing the current status of the company -- how it does what it does best and the abilities
of your employees to do these tasks. This analysis will provide some benchmarks against which the
effectiveness of a training program can be evaluated. Your firm should know where it wants to be in
five years from its long-range strategic plan. What you need is a training program to take your firm
from here to there.
Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a company-wide
training effort without concentrating resources where they are needed most. An internal audit will
help point out areas that may benefit from training. Also, a skills inventory can help determine the
skills possessed by the employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future development.
Also, in today's market-driven economy, you would be remiss not to ask your customers what they
like about your business and what areas they think should be improved. In summary, the analysis
should focus on the total organization and should tell you (1) where training is needed and (2) where
it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program.
Analyze the characteristics of the job based on its description, the written narrative of what the
employee actually does. Training based on job descriptions should go into detail about how the job
is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for
what is done.
Individual employees can be evaluated by comparing their current skill levels or performance to the
organization's performance standards or anticipated needs. Any discrepancies between actual and
anticipated skill levels identifies a training need.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next decision is who
should be trained? For a small business, this question is crucial. Training an employee is expensive,
especially when he or she leaves your firm for a better job. Therefore, it is important to carefully
select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material
and to use it effectively, and to make the most efficient use of resources possible. It is also important
that employees be motivated by the training experience. Employee failure in the program is not only
damaging to the employee but a waste of money as well. Selecting the right trainees is important to
the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment
process outlined above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the company. Goals
should include milestones to help take the employee from where he or she is today to where the firm
wants him or her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals
increases the probability of success.
On-the-job training is delivered to employees while they perform their regular jobs. In this way, they
do not lose time while they are learning. After a plan is developed for what should be taught,
employees should be informed of the details. A timetable should be established with periodic
evaluations to inform employees about their progress. On-the-job techniques include orientations,
job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or discussions,
case studies, role playing, simulation, programmed instruction and laboratory training. Most of these
techniques can be used by small businesses although, some may be too costly. Box 7 shows the
range of costs for different types of training. Choose the techniques that meet your needs and fit your
budget.
Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
a) Rate of incentive increments to executives granted incentive for acquiring higher qualification prior to 01.01.1997: Executives who had been granted incentive increments prior to 01.01.1997 and were in receipt of these increments in the pre-revised scales will be entitled to draw incentive increments w.e.f. 01.01.1997 in the revised pay scales with reference to the post held by them as on 01.01.1997. The incentive increments for this purpose will be calculated at the rate applicable at the minimum of the revised basic pay of the post.
Illustration : If an executive was granted incentive increment prior to 01.01.1997, when he was at E-2 level, and he is at E-4 level as on 01.01.1997, the amount of incentive increments will be calculated at the minimum of E-4 scale of pay and not repeat not on the actual basic pay being drawn by the individual in E-4 level.
c) Rate of incentive increments to executives granted incentive for acquiring higher qualification after 01.01.1997: Executives who have been granted incentive increments for acquiring higher qualification on or after 01.01.1997, will be entitled to draw the incentive increments on the revised basic pay drawn by the individual at the time of acquiring higher qualification.
d) Executives who have been granted incentive increments w.e.f. 06.10.1998 in terms of Office Orders No. 1(12)/97/Incentive/EP dated 06.10.1998 & 16.11.1998 will draw the increment w.e.f. 06.10.1998 with reference to the level as on 01.01.1997 or actual date of acquiring qualification whichever is later on the same principle as enumerated in para (a) & (b) above.
e) Rate of Increments in case of retrospective promotion/pay fixation: In both these cases, the amount of incentive increments shall be regulated as per (a) or (b) above depending upon the effective date of promoted post deemed to be held or the basic pay deemed to have been drawn on the date of grant of incentive increments for higher qualification as the case may be taking into account whether the executive was granted incentive increment on or after 01.01.1997 or prior to it. II The rate of increment is dynamic i.e. on subsequent pay revisions the increment rate gets revised to an amount to be calculated on the minimum of the revised pay scale of the relevant post held at the time of grant of such increment. Employees who are actually drawing incentive increments at a higher rate than that admissible on the lowest scale of pay continue to draw incentive increment at the old rates