Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and

social behavior so that the performance of the organization improves considerably. Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level management. When applied to lower and middle management staff it is called as training and for senior level it is called managerial development program/executive development program/development program.

Objectives/purpose/goals of training and development

Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. The purpose of training and development can be explained as follows.

1. Improving quality of work force :Training and development help companies to improve the quality of work done by their employees. Training programs concentrate on specific areas. There by improving the quality of work in that area.

2. Enhance employee growth :Every employee who takes development program becomes better at his job. Training provides perfection and required practice, therefore employees area able to develop them professionally.

3. Prevents obsolescence :Through training and development the employee is up to date with new technology and the fear of being thrown out of the job is reduced.

4. Assisting new comer :Training and development programs greatly help new employees to get accustomed to new methods of working, new technology, the work culture of the company etc.

5. Bridging the gap between planning and implementation :Plans made by companies expect people to achieve certain targets within certain time limit with certain quality for this employee performance has to be accurate and perfect. Training helps in achieving accuracy and perfection.

6. Health and safety measures :Training and development program clearly identifies and teaches employees about the different risk involved in their job, the different problems that can arise and how to prevent such problems. This helps to improve the health and safety measures in the company.

Methods of training operating personnel/factory workers (5 marks imp)

Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. There are different methods of training for operating personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of rupees. The different methods can be explained with the help of following diagram.

Methods of training operating personnel

On the job method method

Apprenticeship

Vestibule

Job rotation method

Classroom

method method

1. On the job training method :In this method workers who have to be trained are taken to the factory, divided into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the equipment must be handled, and then the worker is asked to repeat whatever he has observed in the presence of the supervisor. This method makes it easy for the employee to learn the details about specific equipment. Once the worker studies the first equipment thoroughly the supervisor moves on to the next equipment and so on.

2. Apprenticeship training :In this method both theory and practical session are conducted. The employee is paid a stipend until he completes training. The theory sessions give theoretical information about the plant layout, the different machines, their parts and safety measures etc. The practical sessions give practical training in handling the equipment. The apprentice may or may not be continued on the job after training.

3. Vestibule training :In this method of training an atmosphere which is very similar to the real job atmosphere is created. The surroundings, equipment, noise level will be similar to the real situation. When an employee is trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he actually starts doing the job he will not feel out of place. This method is used to train pilots and astronauts. In some places

graphics are also used to create the artificial surroundings. This method involves investment.

heavy

4. Job rotation :In this method the person is transferred from one equipment to the other for a fixed amount of time until he is comfortable with all the equipments. At the end of the training the employee becomes comfortable with all the equipment. He is then assigned a specific task.

5. Classroom method :In this method the training is given in the classroom. Video, clippings, slides, charts, diagrams and artificial modules etc are used to give training.

Methods of training for managers/methods of development/managerial development/executive development (10/5/2 marks very imp)

Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Various methods are used to train personnel for managerial level jobs in the company. These methods can be explained with the help of following diagram.

Methods of training

On the job training

Off the job training

Job rotation

Classroom method

Planned progression

Simulation

Coaching and counseling

Business games

Under study

Committees

Junior boards

Conferences

Readings

In-basket training

On the job method :- (5 marks) On the job method refers to training given to personnel inside the company. There are different methods of on the job training.

1. Job rotation :- (2 marks) This method enables the company to train managerial personnel in departmental work. They are taught everything about the department. Starting from the lowest level job in the department to the highest level job. This helps when the person takes over as a manager and is required to check whether his juniors are doing the job properly or not. Every minute detail is studied.

2. Planned progression :- (2 marks) In this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs.

3. Coaching and counseling :- (2 marks) Coaching refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to handle pressure. There is active participation from the senior. Counseling refers to advising the junior employee as and when he faces problems. The counselor superior plays an advisory role and does not actively teach employees.

4. Under study :- (2 marks) In this method of training a junior is deputed to work under a senior. He takes orders from the senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The method is used when the senior is on the verge of retirement and the job will be taken over by the junior.

5. Junior board :- (2 marks)

In this method a group of junior level managers are identified and they work together in a group called junior board. They function just like the board of directors. They identify certain problem, they have to study the problem and provide suggestions. This method improves team work and decision making ability. It gives an idea about the intensity of problem faced by the company. Only promising and capable junior level managers are selected for this method.

Off the job training method :- (5 marks) Off the job training refers to method of training given outside the company. The different methods adopted here are

1. Classroom method :- (2 marks) The classroom method is used when a group of managers have to be trained in theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc. The method is interactive and provides very good results.

2. Simulation :- (2 marks) Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here.

3. Business games :- (2 marks) This method involves providing a market situation to the trainee manager and asking him to provide solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team and play against each other.

4. Committee :- (2 marks)

A committee refers to a group of people who are officially appointed to look into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and what they learn from it.

5. Conference :- (2 marks) Conferences are conducted by various companies to have elaborate discussions on specific topics. The company which organizes the conference invites trainee manager and calls for experts in different fields to give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how problems can be solved on the job.

6. Readings :- (2 marks) This method involves encouraging the trainee manager to increase his reading related to his subject and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager from books, magazines and internet etc.

7. In basket training :- (2 marks) In this method the training is given to the manager to handle files coming in and to finish his work and take decisions within a specified time limit. The trainee manager is taught how to prioritize his work, the activities which are important for his job and how to take decisions within limited time limit.

Training procedure/process of training :Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Every company has a specific training procedure, depending upon its requirements. A general training procedure is explained below along with diagram

Process/procedure of training

Determining training need of employee

Select a target group for training

Preparing trainers

Developing training packages

Presentation

Performance

Follow up

1. Determining training needs of employee :In the very 1st step of training procedure, the HR department, identifies the number of people required training, specific area in which they need training, the age group of employee, the level in organization etc. in some cases the employee may be totally new to the organization. Here the general introduction training is required. Some employees may have problems in specific areas; here the training must be specific. This entire information is collected by HR department.

2. Selecting target group :Based on information collected in step 1 the HR department employee into groups based on the following. Age group i. The area of training ii. Level in the organization

divides

iii. The intensity of training etc. 3. Preparing trainers :Once the employees have been divided into groups, the HR department arranges for trainers. Trainers can be in house trainers or specialized trainers from outside. The trainers are given details by HR department, like number of people in group, their age, their level in organization, the result desired at the end of training, the area of training, the number of days of training, the training budget, facilities available etc.

4. Preparing training packages :Based on the information provided by trainers, he prepares entire training schedule i.e. number of days, number of sessions each day, topics to be handled each day, depth of which the subject should be covered, the methodology for each session, the test to be given foe each session, handout/printed material to be given in each session.

5. Presentation :On the first day of training program the trainer introduces himself and specifies the need and objective of the program and then actually stars the program. The performance of each employee is tracked by the trained and necessary feedback is provided.

6. Performance :At the end of training program the participants reports back to their office or branches. They prepare report on the entire training program and what they have learned. They the start using whatever they have learned during their training. Their progress and performance is constantly tracked and suitable incentives are given if the participant is able to use whatever he has learned in training.

7. Follow up :Based on the em0ployee performance, after training, the HR department is able to identify what is exactly wrong with training program and suitable correction is made.

Evaluation of training program Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Effectiveness of training programs are constantly evaluated by the company to find if the money, they have invested has been spend properly or not. Training programs can be evaluated by asking following questions. a) b) c) d) Has change occurred after training? Is the change due to training? Is the change positive or negative? Will the change continue with every training program?

A training program should give following resulting changes.

1. Reaction :Reaction refers to attitude of employee about the training, whether the employee considers training to be +ve or ve one. If reaction are +ve then people have accepted the program and changes will be possible.

2. Learning :Another method of judging effectiveness is to identify levels of learning i.e. how much the people have learnt during the training. This can be found out by trainers mark sheet, the report submitted by the employee, and actual performance.

3. Behavior :The HR department needs to understand behavior of the employees, to understand the effectiveness of training. The behavioral change can be seen in how the person interacts with juniors, peer groups and seniors. They mark change in behavior and inform the HR department of the success of training program.

4. Result :-

Results provided by employee in monetary terms also determines effectiveness of training program i.e. employee success in handling the project, the group performance before and after training etc.

5. Effectiveness of training program must lead to i. Increase in efficiency of worker ii. Reduction in labour turnover iii. Increase in discipline iv. Reduction in wastage and therefore cost of production v. Proper care of tools and equipments vi. Employee development in career terms vii. Overall efficiency in the company

Advantages of training programs/training (5 marks) Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. The following are the advantages of training program to the company

1. Increase in efficiency of worker :Training programs can help workers to increase their improve quality and thereby increase sales for the company.

efficiency levels,

2. Reduced supervision :When workers have been formally trained they need not be supervised constantly. This reduces the work load on the supervisor and allows him to concentrate on other activities in the factory.

3. Reduction in wastage :-

The amount of material wasted by a trained worker is negligible as compared to the amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of production.

4. Less turnover of labour :One of the advantages of the training program is that it increases the confidence of employees and provides them with better career opportunities. Due to this employee generally do not leave the company. There by reducing labour turnover.

5. Training helps new employees :A person, who is totally new to the company, has no idea about its working. Training helps him to understand what is required from him and helps him to adjust to the new environment.

6. Union management relations :When employees are trained and get better career opportunities. The union starts having a possible attitude about the management. They feel that the management is genuinely interested in workers development. This improves union management relations.

The following are the advantages of training program to the employee

1. Better career opportunities :Training programs provide the latest information, develops talent and due to this the employee is in a position to get better jobs in the same company or other companies.

2. High rewards :Effective training programs result in improved performance. When performance appraisal is done excellent performance from the employee is rewarded by giving him incentives and bonus.

3. Increased motivation :-

Employees who have been trained are generally more confident as compared to others. Since their efforts will be rewarded in future they are very much interested in improving their performance. Therefore we can say that their motivation levels are very high.

4. Group efforts :- Training programs are not only technical programs but are also conducted in areas like conflict management, group dynamics (formal and informal groups), behavioral skills, stress management etc. this enables employees to put in group effort without facing problems that groups normally face. In other words training teaches people to work in a group. 5. Promotion :- People who attend training programs learn from them and improve themselves are generally considered for promotion. Thus training increases chances of promotion. Unit 2 Training Need arises at three levels:

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done. A five-step process The conduct of a training needs assessment in a human settlements organization should be planned according to thefive-step process outlined below. Faithful adherence to this process will produce a substantial amount of informationabout organizational performance. It also will furnish the manager with a guidance system for identifying needs that callfor training solutions and for choosing the most suitable training remedy. Step 1 - Management sanction and preparation The training needs assessment process begins when a decision is mode by management to sanction the use of systematic needs assessment in locating appropriate targets for training. If training needs assessment is new to the organization, it may be necessary to appoint and train staff or to engage competent outside assistance. Strongmanagement support is required to give credibility to assessment activities in the eyes of organizational units affected. Step 2 - Scanning the work situation Performance discrepancies exist at every organizational level. Some discrepancies exist or develop when employees donot know how to perform their duties correctly or do not wish to do so. Other discrepancies come into existence as theconsequence of starting new programmes, hiring new people or installing new facilities and equipment. The nature andextent of discrepancies in performance within a human settlements organization can be identified by continuousscanning - studying records and reports produced by or about the organization, observing job performance directly andasking questions to verify facts and opinions obtained through other means. Step 3 - Focusing on discrepancies and needs

Performance discrepancies vary in nature and can affect an organization in different ways. Some are serious and can bedamaging if not corrected. Others are less serious but can, nevertheless, affect the work of many employees. Still others may not be serious enough to require corrective action. Focusing is an analytical activity that helps to direct management attention to the most important discrepancies. In addition, through focusing, discrepancies that existbecause employees do not have the knowledge or skill to perform correctly (training needs) can be separated fromdiscrepancies that exist for other reasons (non-training needs). Step 4 - Planning for implementation Identifying and formulating proposals for meeting an organization's training needs requires careful planning. There aremany resources available to the organization to train its employees, both from within the organization and from outside.A strategy for using the resources available must be developed to meet each identified training need. Priorities must beassigned to the various strategies based on criteria of potential impact, cost, feasibility and timing for consistency withthe organization's requirements. Step 5 - Reporting to management The final step in a training needs assessment is to prepare a written report to management. The report must contain enough detail to support a decision by management on each training proposal. Report contents should include background information on each training need and a description of desired performance levels. In addition, report content should include strategies for using training to achieve or restore performance to the desired level, priority rankings and an assortment of facts about each strategy. A worksheet for management use in reporting action on each strategy may be provided in the report

TRAINING NEEDS ANALYSIS MODEL

Organizational analysis TRIGGER Actual organization performance < Expected organizational performance Objectives Resources Environment Identify performance discrepancy PD=EP-AP & Causes of PD

Training needs Non training needs

Operational analysis
Expected performance

Organizational analysis Objectives Resources Environment

WHY CONDUCT TRAINING NEED ANALYSIS? Training need analysis is a systematic method for determining what caused performance to be less than expected or required. Improvement is the focus of training. The trigger for doing a need analysis occurs when actual organizational performance (AOP) less than expected organizational performance (EOP).

A training need analysis will provide a benchmark of the performance levels and KSAs that trainee process prior to training. A TNA provides more than just evaluation process. A good TNA ensures that only those who need the training attend, and provides the data to show trainees why the training will be useful to them. THE TRAINING NEEDS ANALYSIS (TNA) MODEL: THE ORGANIZATIONAL ANALYSIS: The organizational analysis is an examination of an organizations strategy, its goals and objective the systems and practices in place to determine how they effect employee performance. THE ORGANIZATIONAL ANALYSIS: The organizational analysis is the examination of employees in the jobs to determine whether they have the required KNAs knowledge required to get the job done. A PERSON ANALYSIS: A person analysis is an examination of employees in the jobs to determine that whether they have required KNAs to perform at expected level. In the process phase, the operational analysis provides information expected performance. EXPECTED PERFORMANCE (EP): Expected performance is the level of performance expected in the particular job.

The personal analysis provides an actual performance. ACTUAL PERFORMANCE (AP): Actual performance is the current level of performance by an individual on particular job. When actual performance is lower than expected performance, than a more specific performance job is identified.

PERFORMANCE GAP (PG): Performance gap is difference between expected performance and employees actual performance. PG = EP-AP THE OUTPUT PHASE: The output phase is your conclusion as to whether the PG indicates either training or nontraining needs, and in some cases both. A REACTIVE TRAINING NEEDS ANALYSIS focuses on current problems currently exists. A PROACTIVE TRAINING NEEDS ANALYSIS focuses on anticipated a probable performance problems. WHERE TO LOOK FOR ORGANIZATIONAL PERFORMANCE GAP: There are numerous places to look for OPGs. A companys archival data, such as its profitability, market share, grievance levels, productivity and quality measures, provide indicators of how it is operating. THE FRAMEWORK OF CONDUCTING TNA ORGANIZATIONAL ANALYSIS: An organizational analysis should be able to provide information about the following: 1. 2. 3. 4. The mission and strategies of the organization. The resources, allocation of resources, given the objectives. The factors in the organizational environment that might be causing the problem. The effect of preceding factors on developing, providing and transferring the KSAs to the job if training is chosen solution to PG.

1. MISSION AND STRATEGIES: A companys mission and strategies also indicates the priorities of training. Training resources are always finite. So, decision must be made as to where to spend the training budget. 2. CAPITAL RESOURCES: A companys finances, equipments, and facilities are considered to be capital resources. During the strategic planning decisions are to be made as to where many should be spent. So where is money spent for strategic goals will help HRD to training particular employees. 3. HUMAN RESOURCES: First, a strategic level, HRD provides top management with assessment of current employees ability and potential to support various strategies. With this information, top

management knows its employees capabilities and can factor those capabilities into strategic decision making. 4. ORGANIZATIONAL ENVIRONMENT: The organizational environment is made up of various structures (e.g. mechanistic and organic) and designs (e.g. work flow, division of labor, pay systems and reward policies). The environmental analysis determines how congruent those structures are with the performance objectives of the department or unit which discrepancies have been identified. OPERATIONAL ANALYSIS: The operational analysis determines exactly what is required for employees for them to be effective. The typical technique for obtaining the tasks and KSAs data that is required of employees to meet expected job performance standard is the job analysis. ANALYZING THE JOB: HR employees need to know how to conduct an effective job analysis. The following steps are useful in doing that: 1. 2. 3. 4. 5. 6. 7. What is the nature of job? Where to collect data? Who to ask? Who should select the incumbent? How many to ask? How to select? What to ask about?

TASK ORIENTED JOB ANALYSIS: Task oriented job analysis identifies the various work activities or tasks required to perform the job. After the tasks are identified, systematically examine these tasks to determine KSAs necessary to perform them. WORKER ORIENTED JOB ANALYSIS: Worker oriented job analysis focuses on KSAs that are required to perform the job rather than tasks and behavior. Incumbents are asked to rate how important a list of KSAs is to do the job. JOB-DUTY-TASK METHOD: The job is identified first, and then each of the duties is written out. The writing out of duties first provides with a stimulus to generate tasks and subtasks of each of these duties. From duties, identify the relevant tasks and subtasks each of tasks might have. Once all tasks are identified, identify the relevant KSAs required to perform the each of these activities.

WHAT SHOULD YOU GET FROM JOB ANALYSIS? (EXPECTED PERFORMANCE): Knowing all the tasks that are necessary to be effective in a particular job provides justification for the KSAs that employees are expected to have. Tasks identification leads to identification of KSAs necessary to do the job. It means that it can be expected that what kind and level of knowledge, skills and attitudes are required to perform a job. PERSON ANALYSIS: A person analysis is conducted to determine, which if any, of the employees do not have these KSAs. Those employees will be sent to training. Recall from training model that formulae for a performance gap is

PG = EP-AP OUTPUT OF TNA Output of training needs analysis include both training and non-training needs. NON-TRAINING NEEDS THAT HAVE NO KSA DEFICIENCY: The performance gaps are not results of KSAs but a result of Reward or punishment incongruence Inadequate or inappropriate feedback and /or Obstacles in the systems

NON TRAINING NEEDS THAT HAVE KSA DEFICIENCY: Even when it is a KSA deficiency there are solutions other than training. 1. JOB AIDS: A job aid is a set of instructions, diagrams or other form of providing information that is available at the job site. A job aid is useful if workers task is complex, if it requires a number of steps, if it is dangerous to forget a step. 2. PRACTICE: Regarding tasks that are important but are performed less frequently, employees can easily forget or become less proficient at them. For this reason continuous practice is necessary. 3. CHANGING THE JOB ITSELF: Changing technology has eliminated the need and role of intermediary job levels, so, changing the basic job and aligning to new era is useful.

APPROACHES TO TNA Proactive TNA: The proactive TNA focuses on future human requirements. The HR functions need to be involved in the development of strategic planning (SWOT analysis).

SUCCESSION PLANNING: The effective, proactive procedure used for planning key promotions and transferring is Succession Planning. Succession Planning is the identification and development of employees, perceived to be high potential, to fill key positions in the company as become vacant. 1. The first step in the process of succession planning is to identify the key positions in the organization. Usually they are at high rank positions but they could be at every level. 2. Once key positions are identified, the employees with key potential are identified to fill these key positions. 3. Then information is provided with the employees who are ready to fill these key positions. 4. Employees readiness off course is difference between what is expected and what is possessed by the identified employee. ORGANIZATIONAL ANALYSIS: The proactive approach starts with the expected changes and any new objectives. Try to determine the best fit between organizations current internal environment and future expectations. OPERATIONAL ANALYSIS; Job analyst gather information not only what tasks are done but also what tasks to be performed in future. Strategic Job Analysis is defined as the identification of KSA required for effective performance in job as it expected to exist in future. PERSON ANALYSIS: Assessment of the person (for the KSAs) is identical for the proactive or reactive TNA, so information presented earlier is applicable. REACTIVE TNA: The proactive TNA begins with an existing discrepancy in the job performance. Once you have identified a job discrepancy, you need to determine whether it is worth fixing. ORGANIZAIONAL ANALYSIS: Organizational analysis deals with the identified three issues: 1. reward or punishment incongruence

2. inadequate feedback 3. obstacles in systems OPERATIONAL/ PERSON ANALYSIS: In reactive TNA, the performance discrepancies are already identified in trigged analysis. Operational or person analysis area aimed at identifying the cause of current gap between expected and actual performance. The analyses are conducted in the same manner consistent with our earlier discussion.