TRAINING AND DEVELOPMENT

UNIT I
INTRODUCTION
• Pattanayak Biswajeet(2005) has defined
'training' as a planned programme designed to
improve performance and to bring about
measurable changes in knowledge, skills,
attitude, and social behaviour of employees
doing a particular job.
CONCEPTS OF TRAINING AND
DEVELOPMENT
• Training and Development is a subsystem of
an organization which emphasize on the
improvement of the performance of
individuals and groups.

• Training is an educational process which

involves the sharpening of skills, concepts,
changing of attitude and gaining more
knowledge to enhance the performance of the
employees
• Good & efficient training of employees helps
in their skills & knowledge development,
which eventually helps a company improve.

• Training is about knowing where you are in

the present and after some time where will
you reach with your abilities
TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total personality

It is short term process It is continuous process

OBJECTIVE: To meet the present need of an OBJECTIVE: To meet the future need of an
employee employee

Initiative is taken by the management Initiative is taken by an individual

 Importance of Training and
Development
• Optimum utilization of Human resources
• Development of skills like time
management, leadership, team management etc
• To increase the productivity and enhance
employee motivation
• To provide the zeal of team spirit
• For improvement of organization culture
• To improve quality, safety
• To increase profitability
• Improve the morale and corporate image
 Need for Training and Development
• When management thinks that there is a need
to improve the performances of employees
• • To set up the benchmark of improvement so
far in the performance improvement effort
• • To train about the specific job responsibility
and skills like communication management,
team management etc
• • To test the new methodology for increasing
the productivity
 Advantages of training and
development
1.Helps employees develop new skills and
increases their knowledge.
2. Improves efficiency and productivity of the
individuals as well as the teams.
3. Proper training and development can remove
bottle-necks in operations.
4. New & improved job positions can be created to
make the organization leaner.
5. Keeps employees motivated and refreshes their
goals, ambitions and contribution levels.
 Disadvantages of training and
development
1.It is an expensive process which includes
arranging the correct trainers and engaging
employees for non-revenue activities.
2. There is a risk that after the training and
development session, the employee can quit
the job.
 Five Principles of Learning
• Participation: involve trainees, learn by doing
• Repetition: repeat ideas & concepts to help
people learn
• Relevance: learn better when material is
meaningful and related
• Transference: to real world using simulations
• Feedback: ask for it and adjust training
methods to audience.
Learning curve
• The learning curve is a concept that describes
how new skills or knowledge can be quickly
acquired initially, but subsequent learning
becomes much slower.
• The slope of the learning curve represents the
rate in which learning translates into cost
savings for a company.
• The steeper the slope of the learning curve,
the higher the cost savings per unit of output.
• A learning curve is a concept that graphically
depicts the relationship between the cost and
output over a defined period of time,
normally to represent the repetitive task of an
employee or worker.

• The learning curve was first described by

psychologist Hermann Ebbinghaus in 1885 and
is used as a way to measure production
efficiency and to forecast costs.
 Identifying Training needs
Organization Analysis
Task Analysis
Man power or human resource analysis
 Organization Analysis
An analysis of the business needs or other
reasons the training is desired
 An analysis of the organization's strategies,
goals, and objectives.
It involves following elements
1. Analysis of objectives – Long term, short
term and specific goals
2. Resource utilization analysis – Human and
physical resource
3. Climate analysis- Works loyalty, openness,
commitment towards organizational goal
 Task Analysis
• Systematic analysis of jobs to identify job
contents, knowledge, skills, and aptitude
required to perform the job.
• Attention should be given to
Tasks to be performed
Methods to be used
Way employees learn these things
Performance standards required for
employees.
 Man power or human resource
analysis
• Quality of Manpower required by organization
• Both in internal and external environment
• Organization should be properly scanned to
determine the quality of human resource.
 To achieve quality
1. Identify specific areas where individual need
training
2. Capability of present workers to learn new
skills
3. Timeframe within which training must be
imparted
4. Job designing and redesigning, introduction
of new work methods and technology.
 After identifying needs
1. Setting specific objectives
2. Deciding methods to achieve these
objectives
3. Overall aim of training program is to increase
organizational effectiveness
However each training program should have
specific objectives which include
Increased productivity
 Improved quality
Better HR planning
Higher morale
Better health and safety
Prevention of Obsolescence
Enhanced personal growth
Design of a Training Programme.
Identification of Training Needs
• Organizational Analysis
• Task Analysis
• Human Resource Analysis

Setting Training Objectives

Organisation of Training Programme

• Trainee and Instructor
• Period of Training
• Training Methods and Material

Evaluation of Training Results

Structure and functions of training
department
 Functions of Training Department
• The training function in human resources
covers many bases.
• Training involves everything from new
employee orientation to leadership training
for seasoned employees.
• According to the Society of Human Resource
Management (SHRM), training and
development plays a large role in the overall
success of an organization.
• Hiring good people and training them to be
the best they can be, helps retain employees
and creates a productive workforce
 Orientation
• New employee orientation is an important
part of the hiring process. It prepares the
employees for new roles, and acclimates them
to the company.
• According to SHRM, employees who go
through an orientation process feel more
connected to their job..
• The focus and length of orientation sessions
are often determined by the employees'
positions in the company.
• While hourly employees may be in orientation
for one day, manager-level employee
orientation can last up to two weeks
 Compliance
• Compliance training is highly recommended
by the U.S. Department of Labor.
• This encompasses workplace violence, sexual
harassment, drug and alcohol, and safety in
the workplace.
• This training assures employees know how
certain situations are handled.
• Policies and procedures are outlined, and the
consequences are clearly spelled out.
• Offering this type of training puts employees
on alert, and helps the company avoid costly
lawsuits.
 Leadership
• Offering leadership training helps the
workforce grow.
• It prepares employees for the challenges of
management, and begins the succession
planning process.
• Succession planning helps fill high-level
positions by molding current employees.
• Retirement is inevitable, and some positions
are difficult to fill.
• Succession planning allows employees to train
for certain roles, and when the time comes,
they can successfully fill the vacant position.
 Career Planning
• Training and development also deals with
employee career planning.
• Counseling employees is an effective way to
determine their career goals, and can help
them remain a part of the organization for
years to come..
• Companies that offer career counseling show
they care about their employee's future.
• According to SHRM, career counseling is an
important component of succession planning
 Research
• A large component of the HR training function
is research.
• Skill development programs are ever-
changing.
• Conducting research should be an on-going
training activity.
• It will assure the programs are fresh and
relevant.
• Assessing the needs of incumbent employees
will better shape them for future success.
• This, in turn, guarantees the success of the
company.
 Evaluation of Training Programme
• Evaluation is a planned process which
provides specific information about a selected
session, program for the purpose of
determining value and or decision making.
• Related to training evaluation is concerned
with providing information on the
effectiveness of the training activity to
decision-makers who will make decisions
based on the information.
• “The reason for evaluating is to determine the
effectiveness of a training program.”
(Kirkpatrick, 1994, )
1.“To justify the existence of the training
department by showing how it contributes to
the organizations’ objectives and goals.”
2. “To decide whether to continue or
discontinue training programs.”
3. “To gain information on how to improve
future training programs.” (Kirkpatrick, 1994, )
• Ascertaining Reactions Of the Participants
• Areas for Ascertaining Reactions of the
Participants
• Trainers Performance
• Training Group
• Training Facilities
Sources for Ascertaining Participants’ Reactions
•Structured Questionnaire
•Tests
•Open Forum
•Personal interviews
•Program committee meetings for ongoing
evaluation of the contents and process of the
programme.
•Observations of the trainers
•Comments of the participation
Purposes and Uses of Evaluation The definition
of evaluation implies 2 purposes:

1.Making decisions about improvements to be

made in the training program itself.

2.Making decisions about the value of the

training program in terms of whether to
continue to conduct the program.
 Training Manager
• A person who organises and manages training
programmes within an organisation is known
as Training Manager.
• Training manager should posses excellent
communication and presentation skills and
enjoy helping people to learn and develop
 ROLES OF TRAINING MANAGER
1) Conduct orientation sessions and arrange on-
the-job training for new hires.
2) Evaluate instructor performance and the
effectiveness of training programs, providing
recommendations for improvement.
3) Develop testing and evaluation procedures
4) Conduct or arrange for ongoing technical
training and personal development classes for
staff members.
5) Confer with management and conduct
surveys to identify training needs based on
projected production processes, changes, and
other factors.
6) Develop and organize training manuals,
multimedia visual aids, and other educational
materials.
7) Plan, develop, and provide training and staff
development programs, using knowledge of
the effectiveness of methods such as
classroom training, demonstrations, on-the-
job training, meetings, conferences, and
workshops.
8) Analyze training needs to develop new
training programs or modify and improve
existing programs.
9) Review and evaluate training and
apprenticeship programs for compliance with
government standards
 RESPONSIBILITIES:
• Training managers have the primary
responsibility of working with line managers
to i dentify and meet personnel training
needs.
• The training manager should establish training
and entry-level requirements for key training
positions and implement programs to select
and develop training personnel.
• The training organization should exhibit a
strong desire to meet the training needs of
the line organization in both its approach to
day-to-day activities and its long term
strategic planning.

• The training organization should help line

managers, supervisors, and personnel
recognize that training strengthens personnel
and facility performance.
A training manager's supporting responsibilities may include the
following:

• Maintain training programs current

• Monitor instructor performance to verify training is conducted
as outlined in approved training. materials and in a manner
that motivates personnel to learn.
• Verify that the training staff has obtained and is maintaining
their technical and instructional knowledge and skills.
• Develop training programs according to approved
methodology
• Track training commitments to outside organizations such as
the state and federal regulators, and assist line management
in meeting these commitments.
• Develop training program and trainee status
reports for line managers, and assist line
managers in identifying and resolving human
performance issues.
• Track current industry training issues.
• Solicit line managers' involvement when
training commitments or needs are not being
fulfilled.
 CHALLENGES
Training managers are subject to several
challenges which need to be met often within
the parameters of reduced training budgets.
The technical challenge is to keep up-to-date
with changes in legislation, company policy,
new methods of training delivery and new
subject matter (especially in Information
Technology).
• The strategic challenge is to monitor and
respond to expected changes in skill
requirements, and to deliver training which
provides demonstrable, measurable bottom
line results, both short and the long term.
• The professional challenge is to keep up-to-
date with changing practice, to manage
ongoing continuing professional development,
and to ensure that the organization's trainers
and line managers are informed and practised
in applying the best in training ideas and
methods.