Training and Development at Godrej
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Total Quality Management (TQM) Workshops
Godrej started total quality management (TQM) workshops in 1995, to inculcate a `positive work culture' in the company. In 1997, all the 5,000 employees of GSL were put through a three-day workshop as part of the "visioning" session of TQM...
In 2000, 'Parivartan' was launched in GSL with the objective of motivating employees as well as imparting knowledge about the sales functions of GSL. A team of 18 senior executives from all divisions spanning sales, logistics and HR were called on to provide necessary inputs...
GALLOP was instituted in early 2002 as a structured and organised
induction-training programme at Godrej. GALLOP aimed at nurturing the new
recruits into leaders and dynamic performers through this one-year programme.
The programme started with an induction speech by the chairman, followed by
the speeches by the CEOs of all the group companies.
The objective of the Spark programme, initiated by GIL in September 2002, was to "train the trainers". The training programme was aimed at equipping the managers to become successful coaches. GIL, in association with a Delhi-based HR consultant, conducted a host of workshops to enable the managers assume the role of a coach...
One criticism against the training and development programs at Godrej was that there were no measurement techniques to judge the effectiveness of the programs. For example, no specific measures were developed to determine the extent to which the interpersonal and negotiation skills training aided the employees to develop a more robust business concept...
Exhibit I: Key Benefits of EVA