Chapter

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INTRODUCTION
An organization either Business or Industrial Enterprises needs many factors for its
growth, further development and for its very survival. The most important factors are
Capital, Materials, Machineries and Human Resources as the success or failure of any
organization depends on the effective combination of these factors. Managing all other
factors are comparatively easier than managing Human Resources. The Human Resources
are most important and need to be handled carefully. Since all the others factors are
handled by the human resources, they have to be trained in a effective manner to utilize the
resources at optimal level to get the desired output and thereby to reach the organization
goals. The effective combination of all these factors results to way for success.
Training is defined as learning that is provided in order to improve performance on the
present job. A person's performance is improved by showing her how to master a new or
established technology. The technology may be a piece of heavy machinery, a computer, a
procedure for creating a product, or a method of providing a service.
Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains
unrecognized that the in principally human – not a mass of machines and technical process
but a body of men. If manpower is properly utilized it causes the industry to run at its
maximum optimization getting results and also work for as an climax for industrial and
group satisfaction in the relation to the work formed. Competitive advantage is therefore
depend on the knowledge and skill possessed by employee more than the finance or
market structure by organization.
The employee training not only serves the purpose to develop their employers but also safe
guard organizational objectives of survival and success through competitive advantages.
The training function now popularly called as Human Resource. Development, coordinates
the provision of training and development experiences in organization.
In recent years, the scope of Training and Development has broadened from simply
providing training programs to facilitating learning throughout the organization in a wide
variety of ways. There is increasing recognition that employees can and should learn
continuously, and that they can learn from experience and from each other as well as from
formally structured training programs. Nevertheless, formal training is still essential for

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most organizations or teach them how to perform in their initial assignment, to improve
the current performance of employees who may not be working as effectively as desired, to
prepare employees for future promotions and increased responsibilities. The Computer
Application Training and New Employee Training are most popular training topics. Various
Management and supervisory skills such as leadership, performance appraisal,
interviewing, and problem solving were also commonly taught. Many organization provide
‘Train-the trainer’ courses for superiors or peers who will in turn provide on-the-job
training to others. Besides being one of the most important HRM functions, Training and
Development is also one of the most expensive.

Training & Development (T & D) deals with the design and delivery of learning to
improve performance, skills, or knowledge within organizations. In some organizations the
term Learning & Development is used instead of Training and Development in order to
emphasize the importance of learning for the individual and the organization.It is a learning
process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or
changing of attitudes and behaviors to enhance the performance of employees.

Development is a related process. It covers not only those activities, which improve job
performance, but also those, which bring about growth in personality.

Training and Development referred to as:

 Acquisition and sharpening of employees capabilities that is required to

perform various obligations, tasks and functions
 Developing the employees capabilities so that they may be able to
discover their potential and exploit them to full their own and
organizational development purpose
 Developing an organizational culture where superior-subordinate
relationship, team work, and collaboration among different sub units are
strong and contribute to organizational wealth, dynamism and pride to
the employees.

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TRAINING METHODS AND TECHNIQUES FOR EMPLOYEES
Because of the objective of Human Resource Development is to contribute to the
organization’s overall goals, training programs should be developed systematically and
with the organization’s true needs in mind. Successful training begins with a thorough
needs 18 assessment to determine which employees need to be trained and what they need
to be trained to do.Allison Rossett and Joseph W. Arwady states”The question is not
whether you will solicit this kind of information through needs assessment. It is how much
of it you will do and using which tools. The culmination for the assessment phase is a set of
objectives specifying the purpose of the training and the competencies required in trainees
after they complete the program. This section considers the choice of methods for
employees training. With training objectives defined and learning principles in mind, the
trainer must be choose appropriate training methods and design the sequence of events in
the training program. Perhaps the first decision to be made is whether to conduct the
training on the job or away from the job.
In many cases, the decision is to do some of both.
I. ON THE JOB TRAINING:
On the job training is conducted at the work site and in the context of the actual job.
The vast majority of all industrial training is conducted on the job, often by the
trainee’s immediate superior or a nominated peer trainer. On-the job training has
several advantages :
 Because of training setting is also the performance setting, the transfer of training to
the job is maximized
 The cost of a separate training facility and a full-time trainer are avoided or reduced.
 Trainee motivation remains high because it is obvious to trainees that what they are
learning is relevant to the job
 Trainees generally find on-the-job training more valuable than classroom training.
1. Apprenticeship Training: This training is combination of on and off the job
training. The department of Labor regulates apprenticeship programs, and often
management and a union jointly sponsor apprenticeship training. This training is
normally given to artisans, electricians, plumbers, bricklayers etc., the duration is

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 normally vary from 2 to 6 years. Apprenticeship training is carried out under the
guidance and intimate supervision of master craftsman or expert
worker/supervisor. During apprenticeship training period, the trainees are paid less
than that of a qualified worker.
Advantages:
 Workmanship is good
 Immediate returns from training
 Economical, better loyalty
 Feed back is given quickly about the correctives of performance
Disadvantages:
 It takes times to learn the skill
 Required job knowledge is too complex

2. Job Rotation: In the job rotation, management trainee/employee is made to move

fromone function to another at planned intervals. Job rotation is widely used as a
management executive development program which makes the employee or
management trainee, a multi-tasking individual. It can be done either vertical or
horizontal.
3. Coaching and Understanding method: Training under experienced worker they
are coached and instructed by skilled co-worker by supervisor by special trainee
instructor.
Advantages:
 Excellent for supervisor
 Quick and economical
 Sequences in logical and simple
 Instructions are clear and concise.

4. Outbound Training: The outbound training is conducted in a location specifically

designated for training. It may be near the workplace or away from work, at a
customized training center or a resort. The purpose of conducting this kind of

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 training away from the work place is to minimized or avoids distractions of the
employee from their daily work routine and allows them to devote their full
attention the specific subject. Some of the outbound training methods and activities
are:
a. Action planning: Often a closing activity asking participants to specify or set goals
about exactly what they will do differently back on the job
b. Behavior-modeling training: use a videotape to demonstrate the steps in a
supervisory activity such as conducting a disciplinary interview, followed by role
played skill practice and feedback
c. Behavioral Simulation: Large-scale multi person role-lay, no computerized
business game.
d. Brainstorming: Creative idea-generation exercise in which no criticism is allowed.
e. Business Game: Computerised business simulation that requires participants to
make decisions about strategy and investments and then provides financial results
based on the decisions.
f. Buzz Group: Small-group discussion of several minutes, duration on an assigned
topic
g. Case Study: From a one-paragraph vignette to a fifty-page Harvard-style case.
h. Guided teaching : Drawing from the group the points the lecturer otherwise would
makehim or herself
i. Information search : asking trainees to locate the answers to question in the
training materials or manuals provided
j. Intergroup exchange: small groups share their ideas of findings with another
group
k. Mental imagery: asking participants to close their eyes and visualize or recall
something or engage in mental rehearsal of physical or interpersonal skills.
l. Outdoor leadership training: Team activities that may include hiking, rope
courses, or other physical challenges along with problem.-solving activities.
m. Self-assessment instrument or quiz. An example is a conflict resolution – style
inventory.

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 II. OFF THE JOB TRAINING.

1. Classroom lectures: this is the simplest and from the off the job training. This is a
best form of instruction when the instruction is to convey information on rules,
regulation, policies and procedures.
Advantages:
 Simple and efficient
 Minimum cost
 Minimum time
Disadvantages:
 Monologues and one way communication
 Large trainees are participants
 Efficiency depends on ability of trainers in the use of correct expression better
participation
 Concentration and intent of majority of trainees fade off after short time or so
 No individual attitude is possible with result there is no feed back of assimilation of
knowledge.
2. Conference and Seminars and Workshops: This is a formal method of arranging
meeting in which individuals confer to discuss points of common interest for
enriching their knowledge and skill. This is group activity. It encourages group’s
discussion and participation of individuals for seeking clarification and offering
explanation and own experience. It is a planned activity with a leader or moderator
to guide the proceedings, which is focused on agreed agendas points prefixed during
planning stage of such conference.
There are three variables:
 Directed conference
 Training conference
 Seminars and workshops

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 3. Group discussions and study analysis: case study method was initially introduced
by Christopher Lang Dell at Harvard Law School in 1880’s. The principle used is
‘experiences is the best teacher’. Here several empirical structure are examined in
detail to find out commonalities to derive general discussion. Based on such studies
and group discussion are initiated to derive common lesson. This method has,
however limited use of worker but both use for supervisors. In case of workers,
areas of importance in this method are that the quality control.
4. Audio-visuals and Film Shows: In order to improve understanding very usual and
sometimes is escapable to ‘Demonstrate’ operation of a machine or explain or
process. Audio-visual film shows can supplement the efforts lecturing and improve
its effectiveness,.
5. Simulation Computer Modeling: A training activity in which actual working
environment is artificially created as near and realistic and possible is called
simulation training. Case study, analysis, experiment exercise game playing
computer model and vestibule training etc come under this category. When the
work environment is artificially created by using computer-programming method
well call it ‘computer method’
6. Vestibule Training: In this training, employees are trained of the equipment they
are employed, but the training is conducted away from the place of work. In which
all necessary equipment and machines required as actual machined ship are
duplicated
7. Programme Instruction: Programmed instruction is a stu5rctured method of
instruction aided through texts, handouts, book and computer aided instruction. In
this case the instruction materials and information is broken down in meaning full
unit and arranged in a proper sequenced from logical method of learning packages,
the learning ability is tested and evaluated in real time basis
Advantages:
 Materials of learning are broken down into meaning full modules
 Instruction are not key players

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  Trainees learn at his/her own pace of learning. Individual difference are taken care
of
 No fear of evaluation and criticism
 Active interaction between the learner and the machine
 Immediate feedback is available
 Training can be undertaken at any time and any place
 It is highly flexible and motivated
Disadvantages:
 Costly method
 Advance topics are untouched
8. T. group Training: ‘T’ stand for training or laboratory training. T group training
was originated on 1940’s but only 1960’s it has opened to the industries. This
Training has both supporters and opponents. Unlike any other programmers
discussed. T group training is concerned with really problem existing within the
other group itself.
9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major
problem faced by the worker are the introduction of automation for such retraining
programme to update their knowledge, which will further make them productivity
useful of the organization and restore this confidence.

PRINCIPLE OF TRAINING:
1. Training Plan: This must be well planned, prescribed and ably executed effective
implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization
3. Equity and fairness: T and D program must enjoy equal opportunity to drive
benefit out of such training and must have equal chance to undergo such training.
4. Application specification: Training content is balanced between theory and
practical. It must be ‘Application specification’

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 5. Upgrading information: T and D program is continuous reviewed at periodic
interval as order to make them updated in terms of knowledge and skill.
6. Top Management support: Top management support is essential to make Training
and Development effective.
7. Centralization: For economy of effective uniformity and efficiency, centralization of
training department is found more common and useful.
8. Motivation – Training and Development have motivation aspects like better career
opportunity, individuals & skill development etc.

HOW IS TRANING & DEVELOPMENT RELATED TO HUMAN RESOURCE MANAGEMENT?

An effective use of materials, money, machines and human resource is essential for
achieving a high level of productivity in the industry. Whereas other resource have
limitation, the human resource has unlimited potential. Moreover this is the only activity
resource, other being passive. Its quality of human resource through training input is of
vital importance.
 Improves communication between group and individual
 Aids in orientation for new employees and taking new jobs throu8gh transfer or
promotion
 Provides information on equal opportunity and affirmation action
 Improves interpersonal skill
 Builders cohesiveness in groups
 Provides a good environment for learning, growth and co-ordination.
 Improves labor management relation
 Helps to create better corporate image
 Provides information for further needs in all areas of organization
 Moves a person towards personal goals while improve Human Resource and
Organization goals.

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OBJECTIVES AND GOALS OF TRAINING:
Training and Development can help an organization in a number of ways. Ultimately, it is
employee knowledge and skill that produce the organization’s product or service. Training
facilitates the implementation of strategy by providing employees with the capability to
perform their jobs in the manner dictated by the strategy. Training also assists in solving
immediate business problems, such as when a team of Manager in an action learning
program studies a real problem and recommends a solution. Finally to keep ahead in a
highly competitive the turbulent environment, it has been suggested that the training
function must foster a continuous learning culture and stimulate managers to reinvent
their corporation.
Training enables employees to develop and train within the organization and increase the
market value, earning power and job security. It moulds the employee’s attitude and also
helps them to achieve better co-operation with the company and greater loyalty to it. The
management is benefited in the sense that higher standard of quality are achieved, a
satisfactory organization structure is built up, authority can be delegated and stimulus for
progress applied to employees.
 To increase productivity of employees or workers
 To improve quality of work and product
 To enhance and update knowledge and skill level of employee in the organization
 To promote better opportunity for the growth and promotion chances of employees
and thereby the employability
 To secure better health and safety standard
 To improve quality of life of employees
 To sustain competitive advantage
 To impart new entrants of knowledge and skill
 To build up a sound line of competent efficiency and prepare them as a part of their
career progress to occupy more responsible positions
 To impart customer education, help grading skills and knowledge and employees
estimate career planning of the company.

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NEED FOR TRAINING:
Training must be tailored to fit the organization’s strategy and structure. It is seen as
pivotal in implementing organization-wide culture-change efforts, such as developing a
commitment to customer service, adopting total quality management, or making a
transition to self-directed work teams. Pace-setting Human Resource Development
departments have moved from simply providing training on demand to solving
organizational problems. Trainers see themselves as internal consultants or performance
improvement specialists rather than just instructional designers or classroom presenters.
Training is only one of the remedies that may be applied by the new breed of Human
Resource Development practitioners. In an age of network organizations, alliances, and
long-term relationships with just-in-time suppliers, leading companies are finding that they
need to train people other than their own employees. Some organization offer quality
training to their suppliers to ensure the quality of critical inputs. Organisations with a
strong focus on customer service may provide training for purchasers to their product.
1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is to improve
the skill and knowledge of the existing employees through Training and
Development.
2. Technological Obsolesce: Growth of technology takes place very fast. This will
render current technological obsolesces in the near future.
3. Personal Obsolesce: At the time of recruitment employees posses a certain amount
of knowledge and skill. As the time passes their knowledge becomes obsolesce
unless it is uploaded by proper training. This happens because of changes take place
in product methods procurement of better machines.
4. Organization Obsolesce: Modern management has introduced a number of
innovative steps in functioning of management like play organizing, controlling to
such change are bound to fail and become obsolete, to prevent obsolesce in
organization. Employees must be exposed to modern Technology through T & D
5. Increased Productivity: Instruction can help employees increase their level of
performance. Increase human performance often directly leads to operational
productivity and increase company profits.

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 6. Coercive Training by Government: In order to provide better employability
changes of unemployed youth, certain governments have taken initiatives to
mobilize resource available at public/government and private to provide training to
outside candidates. One such arrangement is called at “Apprenticeship Training’
conducted by Government of India. A part of expenditure incurred for this by the
private sectors is reimbursed by government.
7. Human Capital: The latest thinking is to treat employees as ‘Human Capital’. The
expenditure involved in training and development are now being considered as an
investment. This is cause in globalization it is the knowledge and skill of employees
which determine complete advantages of firm.

IMPORTANCE OF TRAINING IN RECENT YEARS:

Recent changes in the environment of business have made the Training and Development
function even more important in helping organization maintain competitiveness and
prepare for the future. Technological innovations and the pressure of global competition
have changed the ways organizations operate and the skills that their employee need. The
tight labor market has increased the importance of training in several ways. First higher
employee turnover means that more new employees need training. Second, it has been
suggested that frequent and relevant development experiences are an effective way to gain
employee loyalty and enhance retention of top-quality staff.

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