The Entrepreneurship Development Institute of India (EDI):

An autonomous body and not-for-profit institution, set up in 1983, is sponsored by apex financial institutions, namely the IDBI Bank Ltd, IFCI Ltd. ICICI Ltd and State Bank of India (SBI). The Institute is registered under the Societies Registration Act 1860 and the Public Trust Act 1950. The Government of Gujarat pledged twenty-three acres of land on which stands the majestic and sprawling EDI campus.

In consonance with this belief, EDI aims at :

• creating a multiplier effect on opportunities for self-employment,
• augmenting the supply of competent entrepreneurs through training,
• augmenting the supply of entrepreneur trainer-motivators,
• participating in institution building efforts,
• inculcating the spirit of 'Entrepreneurship' in youth,
• promoting micro enterprises at rural level,
• developing and disseminating new knowledge and insights in entrepreneurial theory and practice through research,
• facilitating corporate excellence through creating intrapreneurs (entrepreneurial managers),
• improving managerial capabilities of small scale industries,
• sensitising the support system to facilitate potential and existing entrepreneurs establish and manage their enterprises,
• collaborating with similar organisations in India and other developing countries to accomplish the above objectives.

Salient Features of the National Training Policy

• Training for all- training to be imparted to all rungs of the civil service starting from the lowest and the cutting edge to the highest in policy making. All categories of civil servants shall receive (i) Induction Training - at time of entry (ii) In service Training- suitable intervals in their career

• Concept of 'once a trainer, always a trainer' shall be developed under which expertise developed as a trainer shall be used even after he/she returns to his/her department

• Systematic approach to training- put in place a system suitably grounded in training theory for development of a training process

• Training should focus on bringing right attitudinal change amongst the civil service

• A National Training Council, headed by the Minister-in0-Charge of Personnel shall be set up for advising the Government of India on matters related to training policy, training design and programmes as well as issues concerning their implementation.

• All organisations will designate training managers at appropriate level to develop and coordinate training programmes and monitor them.

• All cadre Controlling Authorities shall endeavour to develop suitable infrastructure for induction and in-service training at the cutting edge and middle levels.

SME (Small and Medium Enterprise)

The Institute acts as a catalyst for entrepreneurship development by creating an environment for entrepreneurship. It formulates support systems and devise new entrepreneurship development programmes which will assist the present and prospective entrepreneurs in their business growth.

“SME Training Institute of India” was formally launched at the hands of Mr. Dinesh Rai, IAS - Secretary, Ministry of MSME, Government of India during the “7th Global SME Partnership Summit”  held on 21st February, 2009 at Mumbai. In picture (from left to right) Mr. K. R. Sharma - Director, MSME Development Institute of India, Mumbai, Mr. T. R. Bajalia - Executive Director, IDBI Bank, Mr. Chandrakant Salunkhe - President, SME Chamber of India & IITC- INDIA.

Objectives

• Identification of training needs
• Organising and managing relevant programmes to impart knowledge and skills
• Evolving effective training strategies and methodologies for different target groups and locations
• Organize seminars, workshops and conferences for providing fora for interaction and exchange of views by various agencies and entrepreneurs
• Undertake R & D activities on entrepreneurship development
• Documenting and disseminating information needed for policy formulation and implementation on self-employment and entrepreneurship.
• To organize and conduct training for entrepreneurship development
• To evolve strategies & methodologies for different target groups & locations & conduct field tests
• To identify training needs and offer training programmers to Government and non-Government organizations engaged in promoting and supporting entrepreneurship
• To document and disseminate information needed for policy formulation and implementation related to self-employment
• To identify, design and conduct training programmers for existing entrepreneurs
• To prepare and publish literature related to entrepreneurship and industrial development.
• To organize seminars, workshops and conferences for providing a forum for interaction and exchange of views by various agencies and entrepreneurs.
• To conduct research for generating knowledge to accelerate the process of entrepreneurship development.
• To act as a catalyst for development of elf-employment/entrepreneurship, industry/business.
• To evolve, design and help in the utilization of various media for creating entrepreneurship.

Activities

• Induce and develop young qualified entrepreneurs for creating opportunities and motivating for self-employment by exposing them to training and development models of entrepreneurship and management
• To provide them inputs for setting up enterprise and manage them for results
• To help existing SMEs to refresh and expose to latest and modern opportunities, inputs, enterprise deliberations on strategic and technical methodologies to become more effective and competitive for growth and profits
• To upgrade SMEs entrepreneurial skills
• To expose SMEs for global export opportunities and procedures for more turnover and profits

The activities of the Institute include identification of training needs, designing and organizing programmers both for development functionaries and entrepreneurs; evolving effective training strategies and methodologies for different target groups and locations; organize seminars, workshops and conferences for providing fora for interaction and exchange of views by various agencies and entrepreneurs; undertaking research on entrepreneurship development, documenting and disseminating information needed for policy formulation and implementation on self-employment and entrepreneurship.

The Institute Organizes Seminars & Workshops

• For sharing experiences on implementation of programmes of self-employment and entrepreneurship.
• On current topics such as WTO and its impact on SME sector, Promoting First Generation Entrepreneurs through PMRY, Promoting women Entrepreneurship etc.
• On creating awareness about the prospects of developing entrepreneurship in certain line of activity such as on Handmade Paper Industry, Food Processing Industry etc.
• Entrepreneurs Meet to understand and appreciate their problems in launching projects and managing them successfully.
• Interactive meet on Entrepreneurship Education to discuss about the need and importance of entrepreneurship element in academic curriculum.

Functions

• The Forum will Organise all activities necessary to achieve its objectives
• To devise special training courses to suit the target candidates
• Publish periodicals and magazines to impart knowledge
• Recognition of exceptional talents and confer awards
• Assistance to set up new enterprise
• Marketing assistance
• Market development
• Conduct market surveys and reports
• Assistance to obtain channelise finance
• Consultancy services on all functions of business
• To provide platform for interaction with Government officials, experts and industrialists

Need for training in India:

• Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.
• Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.
• Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.
• Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
• Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.
• Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.
• Quality – Training and Development helps in improving upon the quality of work and work-life.
• Healthy work environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.
• Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of the work force.
• Image – Training and Development helps in creating a better corporate image.
• Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.
• Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies.
• Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Important components identified in MDP are:

The 13 important components identified in MDP are

• Selection: To identify potential or managerial abilities of executives. 
• Intellectual conditioning: To educate executives on different managerial tools & techniques. 
• Supervised training: To guide executives on application & use knowledge in the course of day to day activities. 
•  Explicitly test candidates in three dimensions: ability, engagement and aspiration. 
• Emphasize future competencies: rather than current performance. 
• Manage the quantity and quality: see talent as a scarce portfolio of growth assets.
• Forget rote functional or business unit rotation: rather focus on intense assignments with development challenges.
• Identify the riskiest, most challenging positions: assign them to rising stars. 
• Create individual development plans: linking personal objectives to corporate plans for growth. 
• Reevaluate top talent annually: on changes in ability, engagement and aspiration. 
• Offer significantly differentiated compensation: and recognition to star employees. 
• Hold regular, open dialogues: between high potentials and program managers. 
• Replace broadcast communications: about strategy with individualized messages from emerging leaders.

MDP objectives for top mgt. intends to develop better comprehension & decision-making power, while for middle level it is meant to develop their intellectual faculty besides awareness of mgt. problems. For specialists MDP is to increase functional knowledge in specific fields & proficiency in various mgt. techniques.

Management Development Process:

The following are the important steps in the organization of a management development program:

• Analysis of organizational development needs.
• A comparison of the already existing talents with required.
• Appraisal of present management talents.
• Inventory of management manpower.
• Planning of individual development program.
• Establishment of development programs.
• Evaluation of results.

Analysis of organizational development needs: After deciding to launch a management development program a close and critical examination of the present and future development needs of the organization has to be made. We should know how many and what type of managers are required to meet the present and future requirements.

A comparison of the already existing talents with those that are required to meet the projected needs will help the top management to take a policy decision as to whether it wishes to fill those positions from within the organizations or from outside sources.

Appraisal of present management talents: In order to make the above suggested comparison, a qualitative assessment of the existing executive talents should be made and an estimate of their potential for development should be added to that. Only then can it compare with the projected required talents.

Inventory of management manpower: this is prepared to have a complete set of information about each executive in each position. For each members of the executive team, a card is prepared listing such data as name age, length of service, education, work experience, health record, psychological test results and performance appraisal data etc. The selection of individuals for a management development program is made on the basis of the kind of background they possess. Such information, when analyzed discloses the strengths as well as weaknesses or deficiencies of managers in certain functions relating to the future needs of the organization.

Planning of individual development program: Guided by the results of the performance appraisals that indicate the strengths and weaknesses of each of the executives this activity of planning of individual development program can be performed.

Establishment of development programs: It is the duty of the HR department to establish development opportunities. The HR department has to identify the existing levels of skills, knowledge etc of various executives and compare them with their respective job requirements. Thus, it identifies development needs and requirements and establishes specific development programs, like leadership courses, management games, sensitivity training etc.

Evaluation of results: executive development programs consume a lot of time, money and effort. It is therefore, essential to find out whether the program has been on track or not. Program evaluation will cover the areas where changes need to be undertaken so that the participants would find the same relevant and useful or enriching their knowledge and experience in future. Opinion surveys, tests, interviews, observation of trainee reactions, rating of the various components of training etc would be used to evaluate executive development programs.

What is Management Development?

Management Development is best described as the process from which managers learn and improve their skills not only to benefit themselves but also their employing organizations.

“The process of creating and enhancing the competences of managers and potential managers. Management development is usually thought of as a planned process, focusing on a long-term development program to increase managerial effectiveness, but it also incorporates informal and unplanned elements such as learning from day-to-day experience.”

Need and importance for management development are:

• It is managements’ responsibility of ensuring the success of the organization
• It is the management who deal with people of different background, culture, language, etc
• Mergers and acquisitions, downsizing, etc are all under management’s control
• It is managements’ responsibility to ensure that the employees obtain the required KSAs to perform the tasks
• It is managements’ responsibility to ensure that right people is hired for the right job, at the right time for the right place
• Manager’s job is complex i.e. for the managers understanding the training need is not easy because his training need is determined by how well his department is meeting its objective and goal.
• It is the management who makes decisions on the basis of judgment and intuition
• It is the manager who performs several routine duties as well as handling the exceptions in their own as well as subordinates’ routine
• Managers are engaged in varied, discontinues, and brief activities
• It is the management that understand the organization, its vision, mission, ethics, values, strategies, capabilities, and how his organization fits into the industry, and how his behavior will influence people outside the organization

What is Career Development?

Career development is an organized approach used to match employee goals with the business needs of the agency in support of workforce development initiatives. In this process:

The purpose of career development is to:

• Enhance each employee's current job performance.
• Enable individuals to take advantage of future job opportunities.
• Fulfill agencies' goals for a dynamic and effective workforce.

Career Development: Self-Assessment

Self-Assessment is a process of clarifying your valuethrough discovering the relationship between various occupations and your personality type and work style, interests, career values, and skills.  Even if you have engaged in a self-assessment process early in your career, your interests may have changed over time and you may be eager to learn new skills.  It is helpful to periodically engage in a thorough process of self-assessment throughout your career.

Career Development: Career Awareness

In the Career Awareness phase of career development planning, your goal is to understand how your value applies to opportunities within your organization and the wider world of work.  Developing your career awareness means gaining knowledge of career paths and job opportunities at UC Berkeley, and the skills and qualifications necessary to be successful in these positions. 

There is a lot of information available to you on the Internet, but it is crucial to seek out information from colleagues, supervisors and managers, and other Cal employees as well.  Pay attention to what you observe, feel, and experience in your day-to-day work life at Cal. 

Ultimately, the fit of an organization’s culture with your personal goals, values, and work style is something you need to assess for yourself.

Career Development: Goal-Setting

Goal-Setting is a process of integrating self-assessment and career awareness information into career goals that reflect your vision of what you want in a career. If you have taken the time to do a thorough self-assessment and have built up your career awareness, then you are ready to focus on taking action.

Career Development: Skill Development

Skill Development means developing yourself and your skill sets to add value for the organization and for your own career development. Fostering an attitude of appreciation for lifelong learning is the key to workplace success. Continuously learning and developing one's skills requires identifying the skills needed for mobility at Cal, and then successfully seeking out trainings or on-the-job opportunities for developing those skills.

Developing your skills begins with assessing which skills are important for your desired career development. Read about career skills in the self-assessment section of this website. Speak with your supervisor or manager and other career mentors to identify the types of skills that will help move you forward in your career.

Once you have identified the skills you need to develop to achieve your career goals, your next step is identifying how you will develop your skills. The two main avenues for developing your skills are through the following:

1. Education and training
2. Developmental experiences

Career Development: Career Management

Career Management ensures others know about you and your value. Although Career Management is one of the five phases of career development planning in our model, it is deliberately front and center since activities related to career management are relevant to all the other phases. Also, career management, unlike the other phases, is a continuous process that occurs throughout one's career and not just at discrete times. It may be helpful to think of career management as a philosophy and set of habits that will enable you to achieve career goals and develop career resiliency.

Successful career management is accomplished through regular habits of building relationships, engaging in career development conversations, updating your career development plan, and setting new goals as life and career needs change. Being proficient at career management also means possessing basic skills related to job searching and managing changes in a resilient manner.

What is career planning?

Career planning incorporates short-term and long-term career goals,  personal goals and constraints. You don't always have control over outside factors such as health and family issues, but as far as possible, your planning process should incorporate the following stages:

Short-term planning	Assess your skills, knowledge, values, constraints and interests	Long-term planning
Step 1	Identify which new skills and knowledge you want to develop	Step 1
Step 2	Research career opportunities	Step 2
Step 3	Formulate a careers action plan with contingencies	Step 3
Up to 5 years ahead	Check the careers action plan for realism	From 5 to 10 years ahead

These two cycles of short-term and long-term planning run in parallel and should be reviewed regularly.

There are five steps to active career planning.

1. Self Assessment
2. Exploration and Research
3. Decision Making
4. Taking Action
5. Evaluation

Self Assessment

Self assessment revolves around the thoughtful consideration, reflection, and evaluation of your interests, personality characteristics, values, and skills through a variety of methods, such as the use of a whole host of career-related tools and instruments.

Exploration and Research

The career planning component consisting of exploration and research is all about being in information gathering mode. This is the time to explore, collect, and organize all available (and pursue not-so-available) resources to eventually begin analyzing them to see what top options arise.

Decision Making

The decision-making step of the career planning process is when you put all the pieces of information about yourself and your carefully collected career information together as best as possible to produce a list of career-related goals and options.

Taking 

Taking action is one of those things that’s easier said than done. This stage is about literally being proactive with your career plans and following through with what you’ve decided on doing.

Evaluation Action

After you have made your career-related decision(s) and identified your goals, keep in mind that many of the folks who achieve career success are the ones who continually evaluate and assess their status. They keep track of their career progress throughout their lifetime.

Career stages:

1. Growth – The early years (4 to 13 years old) is a time when the individual first becomes aware of the future.  People start to find ways to develop competencies and to achieve in order to increase control over their life.

2. Exploration – From the early teens to mid-twenties, people begin to crystallize, specify and implement an occupational choice.  Different roles are tried and various occupational options are explored though school, leisure, part-time work and volunteering.  “Trial jobs” may be tested before more firmly finding a more stable and appropriate fit.

3. Establishment – In the mid-twenties through mid-forties, typically a suitable field is selected and efforts are made to secure a long-term place in the chosen career.  Young adulthood tends to be a time for stabilizing, consolidating, building momentum and moving up.  Obtaining certifications, credentials, and advanced degrees may be the norm.

4. Maintenance - This stage usually happens in the mid-forties to mid-sixties and is characterized by constancy: 1) Holding on (stagnating or plateauing), or 2) Keeping up (updating or enriching).  Continuity, stress, safety and stability tend to be the standard.  Sometimes people feel risk adverse with various career options which may lead to frustration or even  depression.  In middle adulthood we may ask ourselves, “What have I done with my life? or Is this all there is? or even What do I truly want?”  For men, state of health or career accomplishment may predominate.  Women sometimes perceive this period as an opportunity to pursue new personal or professional goals now that their nurturing role has peaked.

5. Disengagement – The mid-sixties is typically marked by decelerating from formal employment to finding new roles with a view to retirement.  Baby Boomers are teaching us that this stage should be more appropriately named “Re-inventment.”  They are completely redesigning the notion of “retirement” preferring to work in some form while pursuing new or renewed outside interests.  In later adulthood, there may be a need to assist or mentor younger members of society or seek self-employment.

However, it has limitation due to the rapidly changing nature of work and each person’s own circumstances.  Not everyone transitions through these five stages at fixed ages or in the same manner.  I have learned in my private practice it is more common nowadays to move back and forth more frequently from the Exploration to Re-inventment stages. 

For example, before entering the Maintenance stage, many people are asking the mid-life question, “Do I want to do this job for the next twenty years?”  Eventually, they decide to either: 1) Hang onand enter the Maintenance stage, or 2) Let go and change their job, company, or career and then recycle back to an earlier stage in order to move in a new direction.  For others, their career is without boundaries based on skills and abilities that function independent of a set timeline.

Your self-image evolves throughout your life as a result of experience.  You successively refine your uniqueness over time and make adaptation in your career choices.  As we go through life stages our priorities change.  Career ideas that you had at 25 might not be relevant when you are 45 or 55.

So, what career stage do you actually find yourself in chronological terms?  What specific stage do you think you needto be in?  Perhaps this is the time to step back and reflect on where you are.  Maybe you need to return to the Exploration stage and re-evaluate your skills, values, interests, personality traits and core priorities.  At your stage, perhaps you what to find out what else is out there and you want to begin a process of career discovery.  What are the financial and time considerations of the choices you are making at your stage?  What types of planning and preparation needs to be done at each stage both personally and professionally?  Can you list three to five specific issues that you need to address right now?  What are some issues you’ll face as you pass through future stages?

These are all important questions that you will need to get clarity on in order to have successful and satisfying career development.  Just knowing that as we age, we will be progressing through career stages, can be insightful, freeing and can have a profound effect on our professional development.  Remember: It’s never too late to reinvent yourself!

Concept of career:

A Career is a sequence of positions held by a person during the course of a life time. It comprises of a series of work related activities that provide continuity, order, and meaning in a person’s life. This is an objective view of a person’s career. There is also a subjective element in the concept of career. A career consists of the changes in values, attitudes and a motivation that occurs as a person grows older.

In both the perception the primary focus is on the individual. The underlying assumption is that a person can shape his destiny through a series of well planned and well timed positive moves. However, it must be stated here as a word of caution, mere planning does not ensure career success. A person’s career is shaped by many complex factors e.g. performance, education, experience, influential parents, caste links and a certain amount of luck. As Davis stated when people rely largely on luck, however, they seldom are prepared for the career opportunities that arise. Successful people identify their career goals, plan and then take action. For them luck occurs when opportunity meets are proportional.

Features:

Some of the important features of the term career may be stated thus:

1) A career develops over time: It covers objective conditions (such as jobs, duties, responsibilities) and also includes subjective reactions (such as enthusiasm, boredom)
2) It is the individual who ultimately must judge the success of his career. He must set his own criteria for success, and such criteria can be far ranging (e.g. pay, adventure, working with new people in new environment, helping others etc)
3) The important element in one’s career is experiencing psychological success which basically is, feeling a sense of personal accomplishment and fulfillment. Psychological success energizes our efforts and impels us to undertake new challenges and scale new heights that foster our growth over time
4) The typical career of a person today would probably include many different positions, transitions and organizations more so than is in the past when employees were less mobile and organizations more stable as employers.

Job Rotation

For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executive’s outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective.

For managers being developed for executive roles, rotation to different functions in the company is regular carried out. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization.
Benefits of Job Rotation

Some of the major benefits of job rotation are:

• It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries
• Identification of Knowledge, skills, and attitudes (KSAs) required
• It determines the areas where improvement is required
• Assessment of the employees who have the potential and caliber for filling the position

Job Instruction Technique (JIT)

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

Procedure of Job Instruction Technique (JIT)

JIT consists of four steps:

• Plan – This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. Therefore, a structured analysis and proper documentation ensures that all the points are covered in the training program. The second step is to find out what the trainee knows and what training should focus on. Then, the next step is to create a comfortable atmosphere for the trainees’ i.e. proper orientation program, availing the resources, familiarizing trainee with the training program, etc.
• Present – In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the procedure while emphasizing the key points and safety instructions. 
• Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback. In this step, the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps the trainee by questioning and guiding to identify the correct procedure. 
•  Follow-up– In this step, the trainer checks the trainee’s job frequently after the training program is over to prevent bad work habits from developing.