Module 1

T&D- 2016-18
 Module 1
Overview of Training & Development: Overview, The
changing organizations, employee training scenario India,
Asia and Global; Strategic training; Training as a tool for
employee performance enhancement; T&D from a change
model perspective; Models of Training; Systematic Model, The
Transitional Model, , Understanding Learning Concepts.

Role, competencies of training professionals; Training

investment leaders, Role of HR department in in-house training;
organizational characteristics that influence training, Role of
employees and managers in training; Diversity training; cross-
cultural training.

Training Needs Analysis: The process and approaches of TNA,

Team Work for conducting Training Needs Analysis, TNA and
Training Process Design.
 Training
Training is a planned effort by a company to facilitates employees
learning of job related competencies. (Knowledge/skill/behavior)

The formal, ongoing efforts that are made within an organization to

improve the performance of its employees

It is an educational process which involves the sharpening of skills,

concepts, changing of attitude and gaining more knowledge to
enhance the performance of employees.
 All type of Org
Profit or non-profit

All areas of org

T&D
All sizes of
Organization HR/Mkt/Fin/Oper
Large or Small

All levels of Org

Top to bottom
 Why Training

Increased productivity Address employee

Less supervision weakness
Reduction in errors and Job Satisfaction
accidents Team spirit
Improve employee Skill devp.
potential Improve employee morale
Etc
Overview of T&D
Globalization

Talent Mobility

Technology

Talent Shortage
Strategic T&D Process
Identifying Org. Business Strategy
Vision, Mission, Values and Goals Top Mgmt
SWOT Analysis operating envt. viz; ppl, tech. and fin
resources
Consider the competitors
Perform T&D Activities
Examples
 Collect metrics to show Training Success
Metrics are used to identify the training success or failure
Customer service
Employee satisfaction / experience
No. of defect product
Time spend on product devp.
No.of patents
Balanced scorecard: performance measurement that compare the
performance from the perspective of internal or external customers,
employees and share holders
 Process of Training
1. Training Need
Org. Analysis Identify training Needs
Job Analysis Identify Training Needs according to JD
People Analysis Identify people that require training

2. Instructional Design
Set training goals
Determine what to train
Identify trainees
Identify training materials
Select trainer
 Process of Training cont
3. Validation
Pilot Study
Consultation trainee and superior
4. Implementation
5. Evaluation and follow-up
Concurrent evaluation
Immediate evaluation
Follow-up evaluation
Models of Training

Transitional Model

System Model

Instructional System Development Model

 Models of Training - Transitional Model

It focuses on organization as
a whole
The two loops:
The outer look describes the
Vision, Mission Values etc.
The inner look describes the
Training Model
Models of Training - System Model
Analysis Stage:
Analyze the
department, job,
employees
requirement, who
needs training, what
do they need to
learn, estimating
training cost
Models of Training - System Model
Design Phose:
Developing objectives
of training
Identifying the
learning steps,
sequencing and
structuring the
contents.
Models of Training - System Model
Develop Phase:
selecting delivery
method,
examining the training
material
validating information

We should make sure it accomplishes all the goals and objectives

Models of Training - System Model
Implementation:
one wrong step can
lead to the failure of
whole training
programme
Models of Training - System Model
Implementation:
one wrong step can
lead to the failure of
whole training
programme
Instructional System Development Model
Competencies of Training Professionals Prof. PL Rao
 Establish and Maintain Credibility:
o Personal Conduct
o Social practice
o Unaccepted manners and behaviours
o Building trust
o Content expertise
Managing the learning Envt.
o Resolving learning behavior problem
o Talkers
o Challengers
o Latecomers
o Beavers
o Whners
o Managing time
 Presentation Skills
o Voice effectively
o Props
o Linking content to objective
o Anecdotes, stories, analogies
o Questionning Skills
o Open
o Closed
o Direst
o Indirect
o Reserved
o Overheard
Role of Trainer
 Training Needs Assessment
Introduction

First step in the Training Design Process

It refers to the process used to determine whether training is

necessary
 Definition

Training Needs Assessment identifies the performance gaps

in an organization which is sought to be bridged by the
training solutions provided by the training design team.
 Reasons for conducting TNA / Why is
TNA necessary ?
Employees underperformance is not always a Training issue.
TNA.

It prevents organizations from looking at training solutions for non training

issues
Identify causes for poor performance.
Determine the content, objectives, methods and scope of training.
The designed training is aligned with employee needs.
It establishes the basis for back end evaluation.
Pressure Points that suggest Training
is Necessary
Legislation
Lack of Basic Skills
Poor Performance
New Technology
Customer Requests
New Products
Higher Performance Standards
New Jobs
 Outcomes from a TNA
We will be able to understand :

What trainees need to learn?

Who receives Training?
What Training Method is appropriate?
Frequency of Training
Buy Vs Build Training Decision
Training Vs Other HR Options such as Selection or Job
Redesign
How Training should be evaluated?
How to facilitate Transfer of Training?
 Who should participate in TNA?
Upper Level Managers
Mid Level Managers
Trainers
Job Incumbents
Employees
Subject Matter Experts (SMEs; Academicians, Technical
Experts, Customers, Suppliers)

Concerns of each Category is different

 Methods used in TNA
Each Method has its own Advantages & Disadvantages:
Observation
Questionnaires
Interviews
Focus Groups
Documentation (Technical Manuals, Records)
Online Technology
Help Desk Management Software
Call Centres
Benchmarking
 Needs Assessment Process
5 Step Model:
1. Identifying the Problem Areas
2. Determining the Needs Assessment Design
3. Collecting Data
4. Analyzing the Collected Data
5. Providing Feedback
9 Step Model:
1. Job / Task related Data Collection
2. Understanding the performance standards applied to a job
3. Measuring the current performance levels
4. Identifying the difference between the established standards & current
performance
5. Determining the cost of the difference
6. Assessing job related employee skill & knowledge levels
7. Analyzing the gap between job requirements & the current employee
performance
8. Proposing appropriate training solutions for resolving issues related to
performance gaps
9. Implementing the solution
 Levels of Needs Assessment

1. Organizational Analysis (Done first)

2. Person Analysis (At the same time)
3. Task Analysis
Levels of Needs Assessment
 Organizational Analysis
It involves identifying whether
training supports the companys strategic direction,
managers, peers & employees support training activity
what training resources are available
It focuses on
long term vision of the organization
its internal structure
its resources & resource allocation
Helps in understanding the importance given to T&D in the
organization
Identifies whether the company has the budget, time & expertise
(in house or consultant) for Training
 Person Analysis
Identifies the individuals who need Training

whether employees current performance or expected performance

indicates a need for Training.

Indicators are

Job Performance,
Changes in the Job
Use of New Technology
 Person Analysis - Process
Person Characteristics :
Basic Skills
Self Efficiency
Awareness about timing, career, interest and goals
Input instructions provided to the employees
what, how and when to perform.
It also include equipment, time and budget
Output expectation from Training
Consequences type of incentives for expected performance
Norms
Beliefs
Rewards
Feedback
Frequency
Details
 Person Analysis
The typical tools are:
Performance Appraisal
Self Ratings
360 Degree Performance Review
Employees self- efficacy level can be increased by:
1. Letting Employees know that the purpose of the training is to
try to improve performance rather than to identify areas in
which employees are incompetent.
2. Providing as much as information as possible about the training
program and purpose of training prior to the actual training.
3. Showing Employees the training success of their peers who are
now in similar job.
4. Providing employees with feedback that learning is under their
control and they have the ability to overcome any learning
difficulties they experience in the program.
Task Analysis
 Task Analysis
Results in a description of work activities, including tasks performed
by the employee and the knowledge, skills & abilities required to
complete the tasks.
A Task is employees work activity in a specific job
To complete the Tasks, employees must have specific levels of:
Knowledge
Skill
Ability
Other Considerations (Conditions under which Tasks are performed)
KSAOs
It is a time consuming & tedious process to gather data from
different persons in the company
 Steps in Task Analysis

1. Select the Job to be analyzed

2. Develop a preliminary list of Tasks performed on the Job
interviewing and observing expert employees
Talking with others who have done a task analysis
3. Validate or confirm the preliminary list of Tasks by a group of
SMEs
4. Indentify the Knowledge, Skills or Abilities necessary to
perform each Task