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Accenture originated as the consulting division of Arthur Andersen, which Arthur Andersen and
Clarence DeLany founded in 1913 as Andersen, DeLany & Co. Accenture's origins are in a 1953
feasibility study for General Electric. GE asked Arthur Andersen about the feasibility of
automating payroll processing and manufacturing at GE's Appliance Park facility near
Louisville, Kentucky. Arthur Andersen recommended installation of a UNIVAC I computer and
printer, and GE agreed, which is the start of what became the first-ever commercial computer in
the United States. Joe Glickauf was Arthur Andersen's project leader for the GE engagement and
was responsible for the payroll processing automation, launching commercial data processing in
the United States. Considered to be the father of computer consulting, Glickauf headed Arthur
Andersen's Administrative Services division for 12 years

x 

 

ºn January 1, 2001 Andersen Consulting adopted its current name, "Accenture". The word
"Accenture" is derived from "Accent on the future". Although a marketing consultancy was
tasked with finding a new name for the company, the name "Accenture" was chosen by an
employee from the ºslo office named Kim Petersen, as a result of an internal competition.
Accenture felt that the name should represent its will to be a global consulting leader and high
performer, and also intended that the name should not be offensive in any country in which
Accenture operates. The choice of name also means that the company appears closer towards the
top of any alphabetized lists, and retains the AC letter sequence of its previous identity.
It is also rumored that while the idea came from someone in the ºslo office, the thought that
started that idea came from the training regime that almost all new employees to AC were put
through, where many of the classes were called "Accent on C", a reference to the C
programming language.


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ºne of the key challenges faced by organizations in today¶s dynamic world is to keep pace with
changing technologies and systems. Further to this, it is vital that the Intellectual Capital that
differentiates one organization from the other is kept abreast of these changes to retain a
competitive advantage. ºrganizations these days are investing heavily into skilling needs of
employees by imparting training of various kinds.
The concept of training as a serious business is underlined that it is not limited to in-house
organization efforts, but includes tie-ups as well. For instance Tesco Hindustan Service Center¶s
(HSC) ³Tesco Retail Certification programme´. This is aimed at developing knowledge of
contemporary retail management issues among the employees of Tesco HSC. The Indian
Institute of Management Bangalore will provide academic input and integrated retail
management consulting will conduct workshops to reinforce the learning.

 



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It is the first of its kind training academy dedicated to the human capital management needs of
the growing information technology and business process outsourcing industries. This is a 24-
month programme for recent university graduates who have joined Accenture as trainees in the
HR department. Trainees who complete the programme will receive the ³Accenture and XLRI
Certification in Human Capital Management.´ ³We also have a partnership with LIBA and run a
two year PG programme, a prerequisite for graduate engineers to join Maveric,´ adds Ranga
Reddy, CEº, Maveric Systems.

In fact most organizations organize two types of training programmes that can be broadly
classified as technical and non-technical. Yahoo offers programmes in 4 key development arenas
to hone technical, professional, life and leadership skills. ³We have internally designed a
leadership programme µLeading Big¶ as well as a variety of coaching, mentoring and executive
development programmes in conjunction with leading Indian Business Schools,´ explains Phil
Quigley, Manager, Talent Development, Yahoo! India R&D.

  

These courses are both instructor facilitated classroom courses and on the job (ºJT) delivered by
a manager in the form of coaching. Kotak Mahindra does refresher courses for the mandatory
training for product knowledge and positioning, enhancing selling skills, recruitment and
selection, goal setting and train the trainer programmes.

At Perot Systems, employee training is done through µPerot Academy¶ that primarily looks into
technical and domain specific training, learning and development training, soft skills, compliance
and performance management programmes. Says Ashok Waran, Senior VP, Perot Systems and
Head, Perot Academy, ³These are of various levels to best suit the needs of our associates.
Depending on the participant profile and nature of the programme, some are offered in
classrooms, while some can be taken through e-learning.´


 

Accenture uses an internet-based tool called ³myLearning´, serving as a starting point for
employee¶s professional development. Infinite¶s mandate is that every employee needs to
complete 8 days of training in a year. ³Infinite has tied up with various training institutes in line
with its requirements and also invites external speakers or industry experts to conduct special
sessions on a regular basis,´ says Prashanth L J, AVP & Global Marketing Head, Infinite
Computer Solutions. The Training and Development activities at Infinite involve both the on-
the-job as well as the classroom training. As part of classroom training, we have the ³Hire-Train-
Deploy´ model where individuals undergo extensive training for a couple of months on generic
skill sets. ³ºur comprehensive training in Monsanto called µBuilding Excellence¶ aims at
enabling employees with skills and competencies required to compete,´ says Ernest Louis, HR
Director, India Region.
The training and capacity building at CRY provides opportunities to individuals to realize their
full potential. ³Experiential training on the other hand helps an individual gain hands on
experience. Employees get involved working in a specific area or a project and learn the job
better. In exploratory learning individuals explore their current personal stances, ideologies,
values and iron out similarities and dissimilarities,´ says Shehkar Manelkar, Director, and HR &
ADMIN.

 

Trainers first do the training in classrooms. Subsequently, the reporting managers along with the
trainers do on the job coaching (not training). This is the only combination that works explains
Arun Patil, Head - Sales Training & Management Development, Kotak Mahindra ºld Mutual
life insurance Company Ltd. Mumbai. At Yahoo, teambuilding and specialty courses are also
held in offsite locations like Goa, Mumbai and Singapore. In fact sessions out of office have a
positive effect, advocates Pramod Jajoo, MD, Xora Software Systems Private Ltd. ³These
sessions help in bonding of the team and recognize each other's strengths,´ he added.
Most organizations use a combination of on the job training and classroom sessions. Says Ravi
Shankar, Director, Natural Search Internet Solutions; ³The Company¶s target is to see to it that
every employee is involved in training for at least two days every quarter. The resource persons
interact with the target group a week before the session and elicit information on the areas that
needs to be specifically addressed.´

Classroom sessions are an effective method to introduce a new subject to a participant while on
the job training gives the learner the flexibility of exploring any facet of the subject in depth at
one's own pace and requirement. Team building types of programmes as well as leadership that
are generally outbound. ³We have a program called µTriumph Through Teamwork¶ which is a
two day residential programme conducted in the outskirts, places like Banerghatta jungle resort
in Bangalore or Corbett Park for Delhi associates,´ explains Mr Waran.

³CSR has been driving its training initiatives on both technical and behavioral front. CSR
engineers also attend trainings on other sites like for technical seminars given in the UK,´ says
Saritha Radhakrishnan - Manager HR, CSR.
³We also find outbound training to be very effective when it comes to building better teams or
enhancing the interpersonal skills and to empower people to face challenges and increase their
risk taking capability,´ says G S Ramesh, Sr. VP - HR, Hyundai Motor India Limited. Adds
Shankar Narasimhan, Director - HR, Ajuba International, ³We have found that classroom
training is highly effective when we have to transfer knowledge. Various tools and
methodologies such as, Computer Based Training, instructor led workshops and intranet
supplements this. We have our own in-house intranet training portal called Skillworx.´
REFERNCES

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