TRAINING AND DEVELOPMENT

Training is expensive. Without training, it is more expensive.- Nehru

Training is the act of increasing the knowledge, skill of an employee for doing a particular job. It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. This includes a relatively permanent change in: 1. Skills 2. Attitude and 3. Knowledge

Development includes all activities which bring a growth of personality, helps individuals in the progress towards maturity & actualization of their potential capacities so that they become not only good employees but also better men & women. It is also a form of personal improvement generally consisting of enhancing knowledge and skills of a complex and unstructured nature. It focuses on the personal growth and on: 1. Analytical Skills 2. Conceptual Skills and 3. Human Skills

It is meant for operatives. It aims to develop some special skills in an individual. Training is one-short affair. The initiative for training comes from the management. It is mostly the result of some outside motivation. It is a preparation to meet the present needs of the employee. It is a reactive process.

It is meant for Executives. It aims to develop the personality of the executives. It is a continuous process. The initiative is from the individual himself. It is the result of internal motivation. It is a preparation to meet the future needs of the executive. It is a pro-active process.

IMPORTANCE OF TRAINING Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions. 2. The existing employees are trained to refresh and enhance their knowledge. 3. If any updates and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer implantment. The employees are trained about use of new equipments and work methods. 4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job. THE BENEFITS OF TRAINING: 1. Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover. 2. Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts. 3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes. 4. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization. 5. Increased productivity- Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained. AREAS OF TRAINING AND DEVELOPMENT Specific skills training Human relations training Company policies & procedures Managerial & decision making Problem solving techniques New employees Induction/Orientation training Existing employees Refresher training

TRAINING PROCESS 1. Need Analysis 2. Instructional Design 3. Preparing the Learner 4. Implementation 5. Performance Try Out 6. Evaluation and follow-up

TRAINING AND DEVELOPMENT METHODS 1. On the job training - On the job training methods are those which are given to the employees within the everyday working of a concern. It is a simple and cost-effective training method. The inproficient as well as semi- proficient employees can be well trained by using such training method. The employees are trained in actual working scenario. The motto of such training is learning by doing. a. Job Instruction Training Usually the knowledge being transferred or the skills being taught are fairly restricted and specific. Training through Step by step learning b. Apprenticeship Formal training under experienced employees before joining regular jobs. c. Coaching Coach sets mutually agreed upon goals, tells trainee what is to be done, suggests how it should be done, follow up suggestions, and correct errors. d. Job Rotation Trainees rotated over various routine jobs in a department, division or unit before they take up managerial positions. e. Committee assignments or Multiple Management Juniors asked to participate in deliberations of Boards & Committees. 2. Off the job training - Off the job training methods are those in which training is provided away from the actual working condition. It is generally used in case of new employees. Instances of off the job training methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and only if large number of employees have to be trained within a short time period. Off the job training is also called as vestibule training, as the employees are trained in a separate area (may be a hall, entrance, reception area, etc. known as a vestibule) where the actual working conditions are duplicated. a. Lectures Formal organized talks for imparting knowledge of facts, concepts, principles, theories etc. b. Seminars/ Conferences Individuals confer to discuss points of common interest to each other. c. Case study/ Incident Method Offers matters for reflection and brings home to trainees a sense of complexities of life rather than theoretical simplifications. d. Programmed Learning A step-by-step self-learning method that consists of three parts:

1. Presenting 2. Responding 3. Feedback e. Electronic Training Distance and Internet based 1. Videoconferencing 2. Internet training

PERFORMANCE EVALUATION (OR APPRAISAL)

What is Performance? It is the record of outcomes produced on specified job functions or activities during a specified time or period. It is not: 1. Traits 2. Personal Characteristics and 3. Competencies of the performer

What is Performance Appraisal? It is a process through which an employees job performance is formally assessed for the purposes of identifying opportunities for enhancing performance as well as for making decisions regarding merit pay increases and promotions.

BASIC PURPOSES a. Employee Viewpoint From the employee viewpoint, the purpose of performance appraisal is four-fold: (1) Tell me what you want me to do (2) Tell me how well I have done it

(3) Help me improve my performance (4) Reward me for doing well. b. Organizational Viewpoint From the organization's viewpoint, one of the most important reasons for having a system of performance appraisal is to establish and uphold the principle of accountability.

BENEFITS OF APPRAISAL a. Motivation and Satisfaction Performance appraisal provides employees with recognition for their work efforts. The power of social recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. b. Training and Development Performance appraisal can make the need for training more pressing and relevant by linking it clearly to performance outcomes and future career aspirations. c. Recruitment and Induction Appraisal data can be used to monitor the success of the organization's recruitment and induction practices. Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. d. Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal. But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. APPRAISAL METHODS 1. Critical incident method This format of performance appraisal is a method which is involved identifying and describing specific incidents where employees did something really well or that needs improving during their performance period. 2. Weighted checklist method In this style, performance appraisal is made under a method where the jobs being evaluated based on descriptive statements about effective and ineffective behavior on jobs. 3. Paired comparison analysis This form of performance appraisal is a good way to make full use of the methods of options. There will be a list of relevant options. Each option is in comparison with the others in the list. The results will be calculated and then such option with highest score will be mostly chosen.

4. Graphic rating scales This format is considered the oldest and most popular method to assess the employees performance. In this style of performance appraisal, the management just simply does checks on the performance levels of their staff. 5. Essay Evaluation method In this style of performance appraisal, managers/ supervisors are required to figure out the strong and weak points of staffs behaviors. Essay evaluation method is a non-quantitative technique. It is often mixed with the method the graphic rating scale. 6. Behaviorally anchored rating scales This formatted performance appraisal is based on making rates on behaviors or sets of indicators to determine the effectiveness or ineffectiveness of working performance. The form is a mix of the rating scale and critical incident techniques to assess performance of the staff. 7. Performance ranking method The performance appraisal of ranking is used to assess the working performance of employees from the highest to lowest levels. Managers will make comparisons of an employee with the others, instead of making comparison of each employee with some certain standards. 8. Management By Objectives (MBO) method MBO is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved. This method mostly cares about the results achieved (goals) but not to the way how employees can fulfill them. 9. 360 degree performance appraisal The style of 360 degree performance appraisal is a method that employees will give confidential and anonymous assessments on their colleagues. This post also information that can be used as references for such methods of performance assessments of 720, 540, 180

10. Forced ranking (forced distribution) In this style of performance appraisal, employees are ranked in terms of forced allocations. For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest levels of performances, while 70 or 80% will be in the middle level and the rest will be in the lowest one. 11. Behavioral Observation Scales The method based on the scales of observation on behaviors is the one in which important tasks that workers have performed during their working time will be assessed on a regular basis.

Prepared By: Jenny Lea T. Sarmiento BSA-II Mgmt 11/ A6