"Will LG’s training focus hone people skills?"
LG Electronics India Ltd is putting a major thrust on employee training during the current year. The Indian arm of the Korean chaebol will be setting up two training academies in Kolkata and Pune to pep up its offline training initiatives. At LG, offline training involves classroom coaching and the two new academies will be aimed at imparting hands-on training to the company’s own after-sales service engineers as well as to the engineers and marketing staff of service dealers and sub-dealers.
LG Electronics India Ltd is putting a major thrust on employee training during the current year. The Indian arm of the Korean chaebol will be setting up two training academies in Kolkata and Pune to pep up its offline training initiatives.
At LG, offline training involves classroom coaching and the two new academies will be aimed at imparting hands-on training to the company’s own after-sales service engineers as well as to the engineers and marketing staff of service dealers and sub-dealers. LG’s two new academies will be in addition to the ones it has in Chennai and Noida. The company is also raising its training budget to Rs 10 crore this year, up from Rs 3 crore in 2003.
LG Electronics’ vice-president for HR & management support, Dr YV Verma, said the new academies will become operative from March 1, and a significant amount from the training budget will be allocated for setting them up.
“The two new academies will help us save on logistics as engineers from far-off places have to come for training to either Noida or Chennai. There will be training for the dealer boys as well on sharpening their marketing skills and also on the product module like what are the different specifications of the products that they will be selling.
In addition, the academy will give behavioural training and there will be a special focus on after-sales service for air-conditioners. Our target is to achieve a full-house every day,” says Dr Verma. Senior LG officials claim that the company does its best to retain trained engineers from its academies but if a trained engineer decides to quit “the training goes with him.”
The company, which has about 2,000 employees on its payroll, is also planning to raise the number of employees to be sent to South Korea for advanced training this year. LG had sent 350 employees to Korea in 2003.
LG has also initiated an online training for its staff where each employee has to undergo 24 modules a year, participate in a question and answer session at the end of each module, and finally appear for a test at the end of every quarter.
Based on the outcome of the tests, employees are rewarded and subsequently they have to appear in four global tests a year.
Training at LG hinges on two aspects — evaluating a candidate before and after a training session to gauge improvement, and the trainee’s feedback of the trainer. The company entertains suggestions from its employees and a MI 5S (Mind Innovation tool) is in place where the best five suggestions are rewarded by the company.
Performance mapping of employees is done by making each employee’s targets quantifiable. All bonuses and performance rewards given by the company depend on how close the employee has reached the target.
“Supposing there are eight parameters for an employee of which manpower productivity is one on which he gets a 25 per cent weightage. If the employee is unable to achieve 25 per cent, he gets fewer marks. The evaluation process is as simple as that,” explains Dr Verma.
LG uses HR tools like NWT (Natural working team), which is somewhat similar to a quality circle that involves all employees’ participation working as a team, and TDR (tear down and reengineering) process which can be both part-time and full-time, where special projects are taken up to bring about an overall improvement.
“The NWT is a little different from quality circle since it doesn’t concentrate only on zero investment and marginal improvement as is the case for quality circles. It also takes into account minor investments and major improvements,” says Dr Verma.
There is also a six sigma training initiative in place where it has 12 black belts and 35 green belts among shop floor level workers, as of now. Apart from the manufacturing sector, the six-sigma initiative at LG extends into non-manufacturing and RD sectors also.
“We are the only company in India to implement six sigma into the non-manufacturing and R&D sectors. It is much easier to implement it in the manufacturing sector as many companies are doing now where the objective is to achieve 3.4 defects for one million units manufactured. Currently, we are a little higher than that as a company,” says Dr Verma.
According to him, the variable component is very highly linked with performance and a good performer at LG is entitled to bag even one-and-a-half times the salary during a year.
All the training modules for online training is developed in-house by LG’s R&D centre while some are outsourced but heavily customised in the case of classroom coaching and is implemented after consulting the sales and marketing personnel.
LG is currently integrating 35 key vendors and all 12 original equipment makers (OEMs) to its training modules by training them with various HR tools like TDR, MI 5S and six-sigma.
“We have a special focus for OEMs since whatever they do carries the name LG. In most cases, our quality and training people are stationed with the OEMs to train them,” says Dr Verma.
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