Training and Development for Batelco - Case Study Example

Training and Development for Batelco Training and Development for Batelco Background Batelco is Bahrains first telecommunication company, and its origin dates back to 1864. At that time, the island was only connected to the Indo-European telegraphic cable that passed under the sea (Batelcogroup.com, 2015). That remained the countries only cable connection until the year 1931. At that particular time, Cable and Wireless began operating its cable links, which provided connections to telephone and telegraph services. Later on, in the 30s, Bahrain obtained its first telephone exchange. Later on, the country installed its first telephone exchange company that included 39 operation lines, a staff of 15 employees and two vehicles. Batelco managed to control the telecommunications sector in Bahrain for some decades. The competition in the market began to increase around the year 2000 when new stakeholders entered the market. Consequently, Batelco began expanding its operations abroad and added branches in such countries as Kuwait, Jordan, Egypt, Yemen, Saudi Arabia, India, and others (Batelcogroup.com, 2015). Their market share in Bahrain eventually went down to 35%. Their gross revenues eventually increased from 9% in 2005 to 58% in 2014.The Company had a Jordanian subsidiary that began operations in June 2005. This company has managed to obtain 27% of the share market, for instance, 1.8 million subscribers. Batelco has 96% stakes in this company. In Egypt, Batelco has full ownership of Batelco Egypt Communications. This company provides data services to many enterprises within the country. In Yemen, Batelco has a 27% share in the enterprise Mobile Telephony (Batelcogroup.com, 2015). This company has a customer subscriber base of 3.2 million clients and a stock market value of 26%. The same company operates a broadband service in Kuwait with a client base of 40000 customers. In Saudi Arabia, the company has interests in the Etihad Atheeb Telecommunications Company with a 15% stake in it. The company has a fixed line and provides voice, data and internet services to over 92,000 subscribers. Batelco also has interests in the Indian company S Tel and it has a 42.7% stake. It currently operates in six states and has a customer base of 9.5 million subscribers. In Bahrain, the company has a subscriber base of 690,000 registered users of all its services. Amidst all these developments, the company is still regularly implementing its expansion and investment policies. The company continues to face stiff market competition from new businesses such as Batelco and Zain. However, the company can still manage to improve its strategic position in many ways. The company can identify and set realistic targets. Such an action will enable it to have set goals that they will work hard to achieve. Another way to improve strategic management is by avoiding top-down targets. Such a measure would ensure that employees are not stressed or overburdened by unrealistic goals that are set by the senior level management. Failure to collect monies owed could reduce the profitability of the company. It is important to balance the business books and ensure that they are reasonable. It is also important to improve on customer service procedures. Such a measure will ensure customer satisfaction and in turn, the profitability levels of the company will rise. This will guarantee that employees know how to manage the working capital assets properly. Such measures would ensure that the businesss general profitability increases significantly. Competition and Positioning Batelco can improve its services and ensure that their services are more attractive and competitive in many ways. One method of ensuring that services offered by an organization are more attractive and more efficient is by improving the data collection and monitoring systems in the organization. These systems are paramount in any organization. They improve the quality of services offered and ensure that they are of the highest quality. It is important that the monitoring systems of an organization are up to date because that will promote accountability in an organization. Another important factor to consider when improving the services of an organization is by improving the level of professionalism in the organization. The employees are to conform to the set rules and structures in the group, which will enhance their output in the work environment. The employees should also share problems and challenges that they face, as this will increase their overall performance as they gain experience and continue to learn from their mistakes. It would also be important that Batelco engage senior level management and the stakeholders in regular meetings to assess the situation in the organization and come up with solutions to various problems that they face. It would also be important to obtain employee commitment by offering attractive incentives for good work done, as well as stiff sanctions with warning for unsatisfactory work that is received. Such measures would ensure that the employees maintain the highest level of discipline as they engage in their responsibilities. It would also be important to intensify auditing activities within the organization to ensure that accountability has occurred (Infoprolearning.com, 2015). Such measures as these will ensure that an organization has full accountability in all areas of operation. Batelco has a very effective strategy implementation process, and it would require the following training techniques to ensure efficient operations. Technology-based learning would be a vital way to train employees. This includes the training of workers on basic computer-based programs. It would also be important to train employees on basic interactive based media. Employees should also receive web-based training programs. Another important way of training employees would include the use of simulation in training (Hr.vanderbilt.edu, 2015). Such methods would help them imitate real life experiences in the training. Another method of training employees is by on the job training techniques to train employees. There are limited ways to ensuring that on the job training occurs. A practical method of offering on the job training would be the use of manuals. Providing employees manuals so that they get to read and receive training. Training and development for Batelco’s Employees A practical method that Batelco can use to provide training would be the use of observation, explanation and practice. This would enable the learner to implement practically a learning experience. Coaching and mentoring would bring training to a personal level, and this would allow for gaining valuable tips on how to improve best their skills. Group discussions and tutorials would also be necessary for skills improvement, as it would ensure that trainees can freely discuss problems as well as engage with the instructor and other members through discussions and tutorial sessions (Coyne & Horn, 2009). Another method of training that Batelco needs for its employees would be the use of management games. Such games feature and simulate real life issues that occur in the body. This method enables practical deliberation as to how to deal with such matters in a real setting. A very useful way is using outdoor training methods. Such an experience can help the learner by creating a better training atmosphere for workers. Training can also be achieved by using this method of training together with other techniques of training. Another important and very useful way that Batelco can apply is the use of case study. This is a practical way, and it would ensure that the trainer clearly understands the job. Finally, the employer can engage the use of planned reading. This would see clear analysis and expected state of action. Organizational learning is a paramount aspect of any organization, and Batelco can employ a variety of tactics to ensure that employees learn new methods of improving their input. Coaching is one way of ensuring that employees gain the necessary learning experience (Blanchard & Thacker, 2013). This method is used mostly to support a new employee assuming a position, or develop new skills through on the job training. It is also useful to introduce new procedure or technologies as well as enhance performance and correct any deficiencies. This method of learning can also be of use to prepare employees for career development and develop members of a work team at Batelco. Another method through which employees can learn at Batelco is through mentorship programs. This usually consists of a formal or informal relationship between junior and senior employees in an organization with the purpose of supporting learning and development (McConnell, 2003). The mentor provides support, advice as well as career direction to the employee. The guide holds a higher position and usually does not appear in the employees chain of supervision. Mentorship is important to continuing the development of talented and skilled members of staff, as well as grooming individuals who show high potential in management and leadership responsibilities (Blanchard & Thacker, 2013). It is also important in retraining a person or preparing them for a new job or function, as well as assimilating the new individuals into an organization by educating them about the politics and norms of the particular organization. Another way in which learning occurs in groups is through teams. These groups are important in providing mechanisms for obtaining knowledge and skills especially when there is no formal training in particular areas. Therefore, application of this method at Batelco is necessary. The above methods are also important in providing a means of learning when the environment and technology are changing rapidly and the time is not sufficient for a formal training program. Thus, at Batelco, they can help reinforce learning through peer support that is provided by regular learning team meetings. Another method that Batelco can utilize for training the employees is through self-directed learning techniques (Coyne & Horn, 2009). These refer to development activities, which an individual pursues on their own. They allow individuals to focus on developing particular areas, according to their schedules. This is a suitable learning method because employees have control over their pace of learning (Sekerka, 2009). Self-learning is important because it helps in many ways such as introducing employees to new and unfamiliar topics or areas and broadens the knowledge of the employee on relevant issues, trends, challenges, and solutions. This method will assist Batelco’s employees to obtain necessary knowledge and information especially when they have constraints in time or logistics. Batelco can employ informational interviews to train its. The interviews help gaining the necessary information, as well as advice, on particular areas of interest (Blanchard & Thacker, 2013). Additionally, these interviews can help an employee familiarize himself with other areas of work in the organization. They can also help an employee understand the perspectives of key stakeholders as well as their interests. Batelco’s employees can also learn through discussion forums. They share information and ideas, as well as solutions for work related issues (Infoprolearning.com, 2015). The forums provide employees with an opportunity to build the network. Such forums can be face-to-face or online. Organizational learning is another aspect of the employee learning process, which is necessary for the Batelco’s case. This method of learning constitutes of the entire organization acting as a whole to address and solve issues, as well as build repositories on lessons learned (McConnell, 2003). This learning technique is very necessary for helping solve organizational disputes as well as helping individuals develop knowledge and skills. One method of organizational learning is through action learning. This is a process of bringing people together who have varied skill levels and experience. They analyze an actual work problem and develop an action plan. Additionally, Batelco can apply parallel learning structures for training and developing its employees. These refer to groups who represent various levels and functions working to open channels of communication that are outside the typical hierarchical structure. They promote innovation and change in bureaucratic organizations. They are useful when an organization needs to develop and implement changes, and when fostering innovation and creativity within the system. They also capture the organization’s collective expertise and support the exchange of knowledge and expertise among the performers. Another important element of organizational learning for employees that Batelco can apply involves cross-functional teams (Blanchard & Thacker, 2013). They are important in solving problems that influence multiple parts of the organization, as well as improving the work process across organizational lines. In conclusion, the above discussed methods are key to training Batelco’s employees, which then leads to the realization of its goals and objectives. References Batelcogroup.com. (2015). History. Retrieved 17 June 2015, from http://www.batelcogroup.com/en/about-us/history.aspx Blanchard, P., & Thacker, J. (2013). Effective training: Systems, strategies, and practices. Boston: Pearson Education. Coyne, K., & Horn, J. (2009). Predicting Your Competitors Reaction. Harvard Business Review. Retrieved June 17, 2015 from https://hbr.org/2009/04/predicting-your-competitors-reaction Hr.vanderbilt.edu. (2015). Targeted Selection | Training | Human Resources | Vanderbilt University. Retrieved 16 June 2015, from http://hr.vanderbilt.edu/training/tstraining.php Infoprolearning.com. (2015). Organizational Learning Strategy. Retrieved 16 June 2015, from http://www.infoprolearning.com/learning-strategy/ McConnell, J. (2003). How to identify your organizations training needs. New York: AMACOM. Sekerka, L. (2009). Organizational ethics education and training: a review of best practices and their application. International Journal of Training and Development, 13(2), 77-95. Read More