TRAINING & DEVELOPMENT

Asst Professor Abhilasha Singh singhabhi_ss@rediffmail.com

Definition of Training:
Michael Armstrong, defines training as the systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or job. According to Edwin B Flippo, training is the act of increasing knowledge and skill of an employee for doing a particular job.
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Purpose of Training:
To improve Job related Skills To update knowledge and skills To prepare for higher responsibilities To develop proper job related attitudes. To mould employees to adapt to organisational changes. Improving Employee Performance Preparing for promotion and managerial succession Retaining and Motivating Employees Creating an Efficient and effective organization 3

Key WORDS
Training
Education Development

Difference bet Training & Development

TRAINING Application EDUCATION Theoretical Orientation

Job Experience
Specific Task Narrow perspective

Class Room Learning

General Concepts Broad Perspective.

DIFFERENCE : TRAINING VS DEVELOPMENT

Basis
Nature & Objective

Training

Development

Training is concerned with Concerned with the increasing the skills for doing a Growth Of an employee in particular job all department

Level Of Employees Training is used in relation to Used in relation to operative employees executives , managers & Professionals Orientation Training is Job oriented Career Oriented

Duration
Initiative

Short Term in nature

Long Term in Nature

take own

Imparted to operative workers at The Executive the initiative management initiative in their development

Scope Of learning

The scope of learning is limited to Scope Of Learning is very the job only wide. It pertains to overall development of the employee

Depth Knowledge

Of Knowledge Gained relates to the Knowledge gained is all job only. round and long lasting.

INPUTS IN T & D
SKILLS EDUCATION DEVELOPMENT ETHICS ATTITUDINAL CHANGES DECISION MAKING & PROBLEM SOLVING SKILLS

Note : Middle level Managers and Top Level managers get all inputs but lower level get few inputs

Training Inputs at HUL

Clarity of purpose Creates business insights Objective Analytical Power External Orientation Entrepreneurial drive Leadership of Teams Leadership of Individuals Adaptive Influential Skills Self Confident Integrity Team Commitment Learning from experience.

Process Of Training

Need Assessment a ) Org Support b) Org Analysis C ) Task & KSA D ) Person Analysis

Instructional Objectives Selection & design of instructional Programmes

Development Criteria

Training Validity

Transfer Validity
Intraorganizat ional Validity

Training Implementation

Use of Evaluation Models

Interorganisational Validity

Methods Used in Training Needs Assessment

Groups or Organisation Analysis Analysis Individual

Organisation al goals objective appraisal Personal /skills inventories sampling Organisational climate indices Efficiency indices Questionnaires Exit interviews survey MBO or work planning systems progress

Performance

Work

Interviews

Attitude

Training

Quality circles

Rating

Task Anaysis Form

TASK ANALYSIS FORM.JPG

Deriving Instructional Objectives

Objectives are designed which are to be achieved by the trainees. It provides inputs for designing training programme.

Designing Training Programme

Who are the trainees ?

Who are the trainers?

What methods and techniques ?

What should be the level of training ?

What principles of learning ?

Where to conduct the programme ?

Implementation Of Training Programme

Programme implementation involves following actions: 1. Deciding Location 2. Organising Training facilities 3. Scheduling the training programme 4. Conducting the programme 5. Monitoring the progress of Trainees. Barriers in implementation observed are: Managers are busy, non availability of trainers , scheduling during work in progress, keeping the records of the trainee during training period.

Evaluation Of Training Programme Need Of Evaluation Principles of Evaluation Criteria For Evaluation Techniques Of Evaluation Levels Of Evaluation.

 Need For Evaluation: 1. To determine whether they are achieving training objectives 2. To ensure that changes in employees capabilities are due to training programme or not. 3. To analyse the cost effectiveness 4. Evaluation helps to explain programme failure. 5. Establishing training benefits tangibly.

Principle Of Evaluation:based on following principles Evaluation Specialist must be clear about purpose of evaluation. Evaluation must be continuous Evaluation must be specific. Evaluation must provide focus to trainers Evaluation must be based on objective methods and standards. Realistic target dates must be set for each phase of evaluation process.

Criteria For Evaluation: Training Validity : Did trainees learn during training period Transfer Validity Intra Organisational Validity Inter-organisational Validity

Techniques Of Evaluation:
Several techniques are being used. Usefulness of method is inversely proportional to the ease with which the evaluation can be done. Experimental & Control Group Longitudinal or time series analysis Opinion Survey Interviews Cost Evaluation

 Levels Of Evaluation: 1. 2. 3. 4. Reaction Learning Behavior Results

Employee Training Methods:

A number of factors determine the choice of the type of training methods used by an organization. These are: Organizational Culture Learning Principles Content of the Program Time Factors Cost effectiveness
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Cont
Appropriateness of the facilities Employee preferences and capabilities Trainer preferences and capabilities

The training methods used by organizations can be basically categorized into on-the-job methods and off-the-job methods.

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On-The-Job Training
Job Instruction:After the training is imparted to the trainee, in the form of instructions, the trainee is asked to demonstrate the job. Apprenticeship & Coaching: Apprentices are not employees of the organization and are not governed by any of the laws that are applicable to regular employees, whereas coaching is less formal than apprenticeship. Job Rotation:Here, trainee is placed on various jobs across different functions in the organization. Committee Assignments:Under this method, a group of employees are given an actual organizational problem and asked to find a solution.
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Orientation Programme
It provides new employees with basic background information they need to perform their jobs Socialisation: is the on going process of initializing in all employees the prevailing attitudes , standards , values & pattern of behavior. Orientaion Check list format Orientaion Checklist Form.JPG

Off-The-Job Training
Lectures:These are formal organized talks by the training specialist, the superior or the other individual specific topics. Conferences:Here, the participating individuals confer to discuss points of common interest to each other. Group Discussion: An established method for training.
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Cont.
Case Studies(Learning by doing): The case study is based upon the belief that managerial competence can best be attained through the study, contemplation and discussion of concrete cases. Role Playing:Here, trainees act out a given role as they would in a stage play. Programmed Instructions: Teaching by machine methods where trainees learn at their own pace.
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Cont.
Vestibule Training: This method attempts to duplicate under training-center-training which may geared to job duties. Simulation: Simulation is a technique which duplicates,as nearly as possible, the actual conditions encountered on the job. Demonstrations and Examples: Here, the trainer describes and displays something, as when he teaches an employee.
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Issues of Training and development Programmes

The term training has been traditionally used to describe the acquisition of technical knowledge and skills. Management development refers to the methods and activities designed to improve the skills of managers or prospective managers.While training helps employees to improve their performance in current jobs, development grooms them to handle future responsibilities. Example: a training program for a software developer involves enhancing his technical enhancing his technical skills, whereas a development program would involve a wide variety of interpersonal skills and managerial skills.
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Objectives of Management Development programmes:

Improving the performance of the managers Enabling the senior managers to have an overall perspective about the organization. Identifying employees with executive talent Motivating the managers to perform more effectively in accordance with the organizational goals. Updating managers from time-to-time Improving the analytical and logical skills of employees Improving human relations skills and encouraging 31 creative thinking.

Management Development Programmes

On-the-Job Methods Job rotation Coaching/Understudy Action learning Lateral transfer

MDPs

Off-the-Job Methods Seminars and conferences Case studies Games Role play Behaviour modelling Corporate Universities