Training & Developement

Abhilasha J Sharma

 Identification of Training needs Training Methods Management Development Management Development Programmes

Do Organizations Need Training

The answer is YES However, we must know

the purpose and functions of training before we can use it.

Training & Development

Training is 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. Training has specific goals of improving one's capability, capacity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics)

Differences between Training, Education & Development

Training is short term, task oriented and

targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related. Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest Development is a long term investment in human resources.

Learning Dimension
Meant for Focus Scope Goal Initiated by Content Time

Training
Operatives Current Job Individual

Development
Executives Current & future jobs

Work group or organization

Frame

Employees Prepare for future work Fix Current Skill demands Deficit Management The Individual Specific Job related General knowledge information Immediate Long Term

The Gap Concept

Expected Curve
1,000 Cars

Gap
200 Cars

Performanc e/Results

Actual Curve
800 Cars

Time

In training terms this means we need to develop programs to fill the Gap

Training Needs
The reasons for not making the 1,000 cars: Not enough resources Poor machines Poor staff skills As training experts we must analyze the situation to determine if: Expected result too high Target achievable Is training the only way to make it happen Are there other factors.

The ASK Concept

If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results. This GAP can be separated into 3 main themes 1. Attitude 2. Skills 3. Knowledge

Features of Training
Increases knowledge ,skills for doing particular

job, it bridges the gap between job needs & employees skills, knowledge & behaviors Focuses attention on the current job. It is job specific & addresses particular performance deficits or problems Concentrates on individual employees Tends to be more narrowly focused & oriented towards short term performance concerns

Model of the Training Process*

*Goldstein, I. (2002) Training in Organizations 4th Ed.

Assessment Stage
Organizational Needs Assessment Task Need Assessment Development of Training Objectives Development of Criteria for Training Evaluation

Training Stage

Evaluation Stage

Design & Select Procedures Train

Measure Training Results Compare Results to Criteria

Feedback

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Nine Steps in the Training Process

1. Assessing training needs 2. Preparing training plan 3. Specifying training objectives 4. Designing the training program(s) 5. Selecting the instructional methods 6. Completing the training plan 7. Implementing the training program 8. Evaluating the training 9. Planning future training

1) Assessing Training Needs

Conduct a training needs analysis by either one, or both, of the following
External approach (company, guests, society) Internal approach using a staff opinion survey.

Exercise 3
Imagine you are the manager of a factory with

500 workers making ice cream for export to Europe. What information and evidence do you need before you can say the employees need training? Try to list 5 ideas.

Response to exercise 3
Accidents report Sick leave report Employee Staff discipline report Staff enquiries &

compensation statistics Product quality control report Wastage report Efficiency report Machinery out-of-order report

complaints Guests complaints Refusal of orders made Quality of product report Market needs & trends Demographic data & background of employees

2) Preparing Training Plan

Consider whether to design a long (5-10 years), medium (3-5 years) or short (1 year) term plan. Ask your self What are we going to achieve in the time period? Use a holistic approach by using a calendar for inputting your training activities.

Training Calendar Example

Training Area Attitude Train the trainer Job competency Sales techniques Telephone manner
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Month in the year 1 2 3 4 5 6 7...

Individual Plans
For individual personalized training, we must

assess the trainees weakness and strengths first before setting up appropriate programs. Training areas maybe tailor-made.
Trainee should receive an individual timetable

for self progress.

3) Specifying Training Objectives

Training Objectives must be specific & measurable. Why? Very difficult to measure effectiveness after course is finished.
What should trainees be able to accomplish after

participating in the training program? What is the desired level of such accomplishment, according to industry or organizational standards? Do you want to develop attitudes, skills, knowledge or some combination of these three?
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4) Designing the Training Program(s)

1. 2. 3. 4. 5. 6.

Program duration Program structure Instruction methods Trainers qualification Nature of trainees Support resources materials, OHP, classroom

Training location & environment 8. Criteria & methods for assessing participant learning and achievement 9. Criteria & methods for evaluating the program
7.

5) Selecting Instructional Methods

Note: This is the most important step

On-the job-training (OJT)

learn while youre working

Off -the job-training

In house, training or classroom External, consultancies or attending external classes Independent bodies, such as government talks Distance learning, from books or notes Computer-assisted learning Interactive-video training Video conferencing, same as classroom except teachers and students are in different locations.

Exercise 4
Imagine you are the training manger of a hotel

that will open next year. Your GM asks you to develop a training program that aims to boost the team spirit of the newly formed Executive Committee Members. Your GM suggests you organize a two-day course in a resort location from 9 to 5 for both days. Your task is to suggest 3 training methods that suit the training theme described above.

Response to exercise 4
Remember your training theme was to change the individuals attitudes Employ exercises that trainees can: Participate in React to Provide feedback in Receive inspiration to move on Suitable training methods you might have listed: Role-play Games Simulation exercises Discussion/debate formats Experiential exercises Self evaluation (e.g. video tape trainees performance & let them evaluate their own behaviors).

6) Completing the Training Plan Target group assess your audience

Topic task, skill or attitude ingredient Method direct (one way communication) or

indirect (discussion, games, experimental exercises). Important as evaluation of trainees usually lies on the perception on what they did in the training session Time length, period, breaks important to consider Location away from the office?

7) Implementing the Training Program

Besides trainers qualifications and experience: Participant selection Group comfort - physical & psychological Trainer enthusiasm & skills Effective communication Feedback mechanism The need to learn new training skills Preparation by trainers

8) Evaluating the Training

Three Levels of Evaluation 1. Immediate Feedback

Survey or interview directly after training

2.

Post-Training Test
Trainee applying learned tasks in workplace?

3.

Post-Training Appraisals
Conducted by immediate supervisors of trainees

9) Planning Future Training

Last step in the training process After taking all evaluated comments, trainers should modify the programs to keep good things and make suggested improvements
Remember, even with the same topic for different

trainees, trainers should address many parts of the training process again and consider new approaches.

Methods & Techniques of training

On the Job
JIT Coaching Mentoring Job rotation Apprentice training Committee

Off the Job

Vestibule training Role playing Lecture Methods Conference

assignments

/Discussions Programmed instruction

On the Job-JIT
(structured) on the job training method in which a trainer (1) prepares a trainee with an overview of the job, its purpose, and the results desired, (2) demonstrates the task or the skill to the trainee (3) allows the trainee to mimic the demonstration on his or her own, and (4) follows up to provide feedback and help.

On the Job-Coaching & Mentoring

Both coaching and mentoring are processes that enable

both individual and corporate clients to achieve their full potential. Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change. Use questioning techniques to facilitate client's own thought processes in order to identify solutions and actions rather than takes a wholly directive approach Support the client in setting appropriate goals and methods of assessing progress in relation to these goals Observe, listen and ask questions to understand the client's situation Creatively apply tools and techniques which may include one-to-one training, facilitating, counselling & networking. Encourage a commitment to action and the development

On the Job-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 executives outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective.

On the Job-Apprenticeship Training

Method in which trainees learn a craft or trade by

hands-on experience while working with a skilled worker, usually under a written or implied indentureship agreement.

On the Job-Committee Assignments

I n this the trainee is asked to solve actual

organizational problems Trainees have to work together & offer solution to the problem Helps to develop team spirit & work united towards shared goals

Off the Job- Vestibule Training

Actual work conditions are simulated in a

classroom Material, files & equipments those are used in actual job performance are used in the training Duration: few days to few weeks Theory can be related to practice in this method

Off the Job- Role playing

Method of human interactions that involves

realistic behaviour in imaginary situations. This method of training involves action, doing & practice Participants play the role of certain characters It is used for developing interpersonal interactions & relations

Off the Job- lecture Method

Traditional & direct method of instruction Instructor organises the material & gives it to a

group of trainees in the form of talkTo be effective the lecture must motivate & create interest among the Trainees Adv: Its Direct & can be used for a Large group of Trainees Cost & time invoplved are reduced

Off the Job- Conference /discussion Approach

Trainer delivers Lecture & involves the trainee in

discussion so that his doubts about the job is clarified Blackboards,mockups & slides can be used Lectures can be video-taped or Audio-taped

Off the Job- Programmed Instruction

Subject matter to be Learned is presented in a

series of Carefully planned sequential units These units are arranged in from simple to more complex Levels of instruction

1. Ice Breakers each other. 2. Leadership Games Exercise to teach different styles of leadership. 3. Skill Games Tests to develop analytical skills. 4. Communication Games Exercises to build bias-free listening and talking skills. 5. Strategic Planners Games to test the ability to plan ahead. 6. Team Building Games Exercises requiring collaborative efforts. 7. Role Reversal Games Brings out ideas that are not often expressed. 8. Doubling Brings out ideas that are not often expressed. 9. Tag Teams One role played alternately by two

Modern Training Techniques Games to get team members know

11. Monodrama 12. Shifting 13. Structured Role Playing objectives. 14. Multiple Role Playing discussion. 15. Built-in-tension resolving 16. Shadowing and learn. 17. Outward Bound Training 18. 9+1+23 leadership 19. Lateral Thinking new ideas. 20. Morphological Analysis problems. 21. Gordon Technique solution.

Insight into a given situation. Physical Positions Highlighting communication problems. Role play with predetermined Providing a conman focus of Teaching the importance of matters. Working under a senior to watch Adventure sports for teams. Self-assessment by a leader of skills. Thinking randomly to come up with Listing of alternative solutions to Steering a discussion to crystallize

Evaluation Of Training Programme

Any attempt to obtain information on the effect of training

performance & to assess the value of Training in the light of that information Criteria (based on Kirkpatrick, 1976) Reaction Did employees like the training, think it was useful, feel more confident in their abilities? Learning Did employees learn anything new? Behavioral Do trainees behave any differently back on the job? Results Did the training have the desired outcome?

Methods Of Evaluation
Questionnaires Tests Interviews Studies Human Resource Factor Cost Benefit Analysis Feedback

Assignment
Training Practices in Indian Organizations

Executive Developement

Development-Concept & Definition

Executive or Management development is a

planned systematic & continuous process of Learning & growth by which managers develop their conceptual & analytical abilities to manage It is the result of not only participation in formal courses of instruction but also of actual job experience It is primarily concerned with improving the performance of managers by giving them opportunities for growth & development

Importance
Helps manager to acquire (KSAs) Required to

grapple with complex changes in environment ,technology & processes Helps executives to realize their own career goals & aspirations Helps executives to broader their outlook & look into various problems dispassionately Special courses ,projects, committee assignments job rotation & other exercises help managers to have a feel of how to discharge their duties.

Steps in the organization of Management Development Programme

Analysis of organizational developmental needs Appraisal of present management talents Inventory management manpower Planning of individual development programmes Establishment of development programmes Evaluation of results

Methods & technique of Management Development Programmes

Decision Making Skills a)In-basket b)Business games c)Case Study Interpersonal Skills

a)Role Play b)Sensitivity Training c)Behavior Modeling a) On-the-job b) Coaching c) Understudy a) Job rotation b)Multiple Management a) Special courses b)Special meetings c)Specific readings a) Special projects b)Committee assignments

Job Knowledge

Organizational

Knowledge
General Knowledge

Specific individual

needs