9. Trainer Engagement Versus Trainer Turnover Ratio

In twenty-first century, the top management in organization was facing the ever-changing marketing condition and was in an urge to pacify the versatile market need to attain a competitive advantage in external market. Organization competitiveness can be attained through continuous practice on competitive strategy known as Total Quality Management (TQM). The TQM in present era had set a path to achieve Total Employee Involvement (TEI) that provides opportunity for operator to involve in teams for solving the recurrence problem using a problem-solving approach. In present context, case narrows down on reducing the trainer turnover ratio in the Indian Training Institute (ITI) that lacks on trainer engagement, motivation and interpersonal trust. To identify the root cause for increase in trainer turnover ratio, the cross-functional teams (CFTs) have been formed that on first hand discuss with Human Resource (HR) team and trainers to identify the vital few reasons that impact turnover ratio as no employee engagement/involvement and ineffective trade-off between the performance and appraisal system in the ITI. The CFTs after data collection and analysis identify and implement the various improvement measures such as design, development of trainer index card, Kaizen/suggestion template, and trainers’ key result area (KRA) in the ITI. The CFTs then validate the continuous adherence and sustaince sustenance on aforesaid improvements during the pilot period through peer audit done in the ITI. The audit done during the standardization period of three months had identified the adherence of imperative improvement measure such as trainer turnover ratio, employee involvement index, peer audit feedback, customer feedback, new programme or trainer and Kaizen or suggestion scheme. The audit results reveal the improvement in reduction of trainer turnover ratio to 5% from 20% and reduction in overhead cost to 0.5 million from 4 million along with improvement in trainer morale.