ANSH GUGNANI-183

SAACHI MALIK-196
ANUKRITI KAPOOR- 190

TRAINING AND
DEVELOPMENT METHODS
TRAINING DEVELOPMENT

BASIC
CONTINUOUS
PLANNED PROCESS OF
EFFORT AIMED BUILDING
AT COMPETENCIES
IMPROVING OF EMPLOYEES
JOB RELATED
COMPETENCY CONCEPT CONTRIBUTING
TO OVERALL
DEVP.

SHORT LONG TERM

TERM AND AND
JOB CAREER
CENTRIC ORIENTED
ON THE JOB OFF THE JOB SIMULATION BASED
METHODS METHODS METHODS

TRAINED AT THE CONSTRUCT A

WORK PLACE AWAY FROM THE SITUATION
ITSELF WITH JOB SIMILAR TO
SAME MACHINES, ACTUAL
EQUIPMENTS CONDITION

UNDER SAME THEORETICAL,

WORKING CLASSROOM CONDUCT TRIAL
CONDITIONS & TYPE OR TEST RUNS
PROCESSES

SKILL BASED, KNOWLEDGE

PRACTICAL AND BASED NOT SKILL PRACTICAL AND
NOT BASED SKILL BASED
THEORETICAL
 DEVELOPMENT TRAINING METHODS
METHODS
OFF THE ON THE SIMULATION ON THE
JOB JOB JOB

SENSITIVITY COACHING CASE JOB

TRAINING STUDY ROTATION

ROLE COACHING
PLAYING MENTORING IN-BASKET

UNDERSTUDY
CONFERENCE UNDERSTUDY MGMT. OFF THE
& SEMINAR GAMES JOB

APPRENTICESHIP

VESTIBULE
TRAINING
ON THE JOB TRAINING
METHODS
 PERIODIC
ROTATION
FROM JOB TO JOB
OR
VERSATILE PLANT TO PLANT
GIVES A GENERAL
AND MULTI-
BACKGROUND OF
SKILLED
DIFFERENT JOBS
EMPLOYEES
JOB
ROTATION
ALSO DONE NORMAL DUTIES
ON SITUATIONAL AND JOBS ARE STILL
BASIS CARRIED
HORIZONTAL/
LATERAL
TRANSFER
 BENEFITS LIMITATIONS
INCREASED WORKLOAD
NETWORKING
STRESS
FREEDOM FROM BOREDOM
COSTLY AND TIME CONSUMING
HELPS IN PREPARING FOR
CHALLENGING FUTURE ROLES
DIFFICULT TO ADJUST
NEW INNOVATIVE IDEAS
‘MUSICAL CHAIRS’
OFF THE JOB TRAINING
METHODS
 TRAINEE
PLACED UNDER
THE SUPERVISION
OF
AN EXPERIENCED
TRAINING FOR SENIOR
SENIOR- TEACHES
CRAFTSMAN SKILLS, OBSERVES
-SHIP PERFORMANCE

APPRENTICESHIP
TRAINING
COMBINES
INDUSTRIES- CLASSROOM
PRINT TRADE, INSTRUCTION
BUILDING AND AND
CONSTRUCTION ON-THE-JOB
SUITABLE FOR: TRAINING
WELDERS,
MACHINISTS
ELECTRICIANS
 BENEFITS LIMITATIONS
EARN WHILE YOU LEARN
TIME CONSUIMG
POOL OF TALENT
COSTLY
JOB CENTRIC
UNIFORM PERIOD OF TRAINING
SKILLED CRAFTSMEN
OUDATED SKILLS
SOURCE OF CHEAP LABOUR
 MOST COMMON
OFF THE JOB
METHOD
VESTIBULE-
CREATE WORKING
ROOM B/W
CONDITIONS SIMILAR
OUTER DOOR AND
TO THE ACTUAL
INTERIOR OF
A BUILDING WORK ENVT.
VESTIBULE
WORKERS
TRAINING
EXPERTS AND
ACCUSTOM TO
WORK ROUTINE
SPECIAL
BEFORE ACTUALLY INSTRUCTORS
DOING THE JOB ARE APPOINTED
SAME MACHINES,
EQUIPMENTS
ARE USED
 BENEFITS LIMITATIONS
DISTRACTION FREE
EXPENSIVE
LEARN BY DOING
ARTIFICIAL- LACKS REALISM
ELIMINATES WASTAGE
‘POLICEMAN’ DUTIES
LARGE NUMBER OF TRAINEES
PSYCHOLOGICAL FEAR
PREVENTION OF ACCIDENTS
ON THE JOB
DEVELOPMENT METHODS
 UNDERSTUDY
WILL
ASSUME THE
SIMILAR TO
COACHING,WITH
POSITION OF
UNDERSTUDY-
SUPERIOR
THE DIFFERENCE REPLACE SUPERIOR
THAT MANAGER UPON
MAY PICK ONE HIS RETIREMENT,
PERSON AS HIS RESIGNATION,ETC
UNDERSTUDY
UNDERSTUDY
SUPERIOR-
UNDERSTUDY
DISCUSSES
IS DEPUTED
DAILY OPERATIONS
TO ATTEND MGT.
WITH THE TRAINEE,
MEETINGS AS A
SUPERIOR- ASKS FOR HIS
REPRESENTATIVE
ASKS UNDERSTUDY IDEAS
TO DIRECTLY
SUPERVISE PEOPLE
AT WORK
 BENEFITS LIMITATIONS
WORKLOAD SHARING

OPEN-MINDEDNESS JEALOUSY

AVILABILITY OF TRAINED
LACK OF SERIOUSNESS
PERSONNEL

MOTIVATIONAL DEVICE DOMINATING SUPERIOR

CONTINUITY OF MANAGEMENT
 SUPERIOR GUIDES
BUT DOES NOT
TEACH

DIFFERENT FROM PERIODIC FEEDBACK

COUNSELLING AND EVALUATION

COACHING
WORKS BEST CAN’T STAND
WITH ALONE
OTHER AS A
TECHNIQUES GUIDANCE METHOD
ABOUT
VARIOUS WAYS
TO DO A JOB
 MENTOR-MENTEE
RELATIONSHIP

MENTOR- PROVIDES MENTOR- FRIEND,

SUPPORT TO THE GUIDE AND
MENTEE PHILOSPHER

MENTORING
SUPPORT-
EMOTIONAL,
MENTOR-
COACHING,
ROLE MODEL
COUNSELLING.
GUIDANCE PERSONAL
INSTRUCTIONS
ON INTRICACIES
OF WORKING
COACHING MENTORING

DIFFERENT FROM INCLUDES

COUNSELLING COUNSELLING

FOCUS ON HOW FOCUS ON HOW

TO DO THE JOB TO HANDLE THE
JOB

COACH GUIDES MENTOR GUIDES

ON THE METHODS, ABOUT THE
SKILLS REQUIRED INTRICACIES OF
THE JOB
BENEFITS LIMITATIONS

MOTIVATION
NEGLECT BY GUIDE
PRACTICAL LEARNING
LACK OF EXPERTISE OF GUIDE
PERIODIC FEEDBACK
LIMITED TO THE KNOWLEDGE
OF THE COACH
KNOWLEDGE
 FORMAL
MEETING
CONDUCTED IN
ACCORDANCE
WITH AN
ORGANIZED
PLAN PROBLEMS OF
CONCEPTUAL
COMMON
KNOWLEDGE
INTEREST DISCUSSED
CONFERENCES
AND
SEMINARS
SEMINAR- SUITABLE FOR A
SPEAKER IS USUALLY SMALL GROUP
AN INDUSTRY EXPERT OF PEOPLE
SEMINAR- CENTERED
AROUND A SINGLE
THEME
BENEFITS LIMITATIONS

DISCUSSIONS MAY TAKE A

ACTIVE PARTICIPATION
DETOUR

MUTUAL LEARNING NO CONSENSUS

SLOW PROGRESS OF
REDUCES DOGMATISM
CONFERENCE
OFF THE JOB
DEVELOPMENT METHODS
 IT IS A
BUSINESS STAGE
PLAY REALISTIC
USED IN
BEHAVIOUR
SALES
IN
TRAINING,
HYPOTHETICAL
MOCK INTEVIEWS
SITUATIONS
ROLE
PREMISE OF THE
PLAYING HIGH DEGREE OF
SITUATION LEARNING BY
EXPLAINED OBSERVING
BEFORE HAND EX- A ROLE AND LISTENING
PLAY IN WHICH AN
EMPLOYEE SHARES
HIS GRIEVANCES
WITH THE
SUPERIOR
 BENEFITS LIMITATIONS
DEVELOPS INTERPERSONAL
SKILLS

IMMEDIATE FEEDBACK LACK REALISM

PRACTICAL APPLICATION OF UNCOMFORTABLE FOR SOME

THEORETICAL KNOWLEDGE EMPLOYEES

ACCEPTANCE OF CRITICISM DIFFICULTY IN REPLICATION

OPEN MINDEDNESS
 DISCUSSION
ORIENTED
FOCUS-
FACE TO FACE
INTERACTION UNSTRUCTURED
AND
CONFRONTATION
SENSITIVITY
TRAINING
EMPLOYEES
INTROSPECT ALSO KNOWN AS
THEIR OWN T-GROUP TRAINING
BEHAVIOUR T-GROUP LEADER
IS USUALLY A
PSYCHOLOGIST/
BEHAVIOURAL
EXPERT
BENEFITS LIMITATIONS

BOOSTS CONFIDENCE TIME WASTAGE

LEARNING FROM OTHERS INVASION OF PRIVACY

360 DEGREE PERSPECTIVE EMOTIONAL BLOOD BATH

HONEST OPEN
OBSTRUCTS TEAM SPIRIT
COMMUNICATION
ROLE PLAYING SENSITIVITY
TRAINING

FORMAL AND INFORMAL AND

STRUCTURED UNSTRUCTRED

TRAINEE PLAYS THE TRAINEE GETS

ROLE ASSIGNED INCREASED SELF
AWARENESS

INSTRUCTOR ACTS INSTRUCTOR ACTS

AS A COACH AS A MODERATOR
SIMULATION BASED
DEVELOPMENT
 SITUATION-
TRAINEE TAKES
OVER FOR A
MANAGER WHO IS BASKET
ABSENT FULL OF FILES &
DUPLICATION OF PAPERS RELATING
TASKS OF EMPLOYEE TO TRAINEE’S
FUNCTIONAL AREA
IN PROVIDED

BASKET MATERIALS-
PHONE CALLS,
CAN BE PRACTICED
MEETINGS,
AS A GROUP
COMPLAINTS,
EXERCISE
ORDERS TO MAKE,
ETC.
SKILL BUILDING
 BENEFITS LIMITATIONS

SIMPLE METHOD

IMPROVES PROBLEM SOLVING DEVOID OF REAL-LIFE

SKILLS SITUATIONS

INXPENSIVE LACK OF COMMITMENT

OPEN MINDEDNESS
 TRAINEES/
GROUPS OF
TRAINEES COMPETE
AGAINST EACH
OTHER
TEAM WORK GROUP EXERCISE

MANAGEMENT
GAMES
CLOSE
GAME FOLLOWED
REPRESENTATION
BY
OF REAL
INSTANT CRITIQUE TELESCOPING LIFE SITUATIONS
OF TIME
(MEANS THAT A SINGLE
HOUR MAYBE
EQUATED WITH A
MONTH)
 BENEFITS LIMITATIONS
LEARNING FROM MISTAKES EXPENSIVE

INTER DEPARTMENTAL PEACE TIME CONSUMING

PROMPT FEEDBACK DIFFICULT TO DEVELOP

PROBLEM SOLVING SKILLS FAR FROM REALITY

FAILURE TO ABSORB
TEAMWORK
UNDERLYING PRINCIPLE
 CASE- EVENTS
THAT ACTUALLY
OCCURRED IN AN
ORGANISATION
(but can be
INVOLVES A hypothetical
as well) STUDY- READ,
PROBLEM
REASON,
THAT NEEDS TO
ANALYSE, DISCUSS
BE SOLVED
CASE
STUDY
TRAINEES PRESENT USED IN LAW, HRM,
SOLUTIONS/ LINES OF MARKETING, POLICY
ACTION ANALYSIS, ETC.
USED
EXTENSIVELY IN
SUPERVISORY AND
EXECUTIVE
DEVELOPMENT
 BENEFITS LIMITATIONS
COSTLY AND TIME CONSUMING
ENHANCES PROBLEM SOLVING
SKILLS UNNECESSARY FOCUS ON
HISTORY
OPEN MINDEDNESS
UNREALISTIC CASES
ACTIVE PARTICIPATION
REPETITIVE USE
BOOST ANALYTICAL ABILITY
NOT SUITABLE FOR LOW SKILLED
EMPLOYEES
CORPRATE EXAMPLES
AND RESEARCH ARTICLE
 STORE TESCO WEEK
MANAG- IN STORE
EMENT TOGETHER
TRAINEE (TWIST)

3 years program CORPORATE

provides necessary EXAMPLE 1 MANAGERS IN HEAD
training sessions to OFFICE HAVE A “STORE
become a Store
Manager TESCO EXPERIENCE”

START IN SMALL
FORMAT; RETAIL ON 5 DAYS IN A STORE
THE JOB TRAINING; ONCE A YEAR, EVERY
STRONG LEADERSHIP YEAR; COVERS ALL
SKILLS BUILDING OPERATIONS FROM
AUTHOR: TESCO PLC BACK DOOR TO SHOP
SOURCE: https://www.tesco- FLOOR
careers.com/jobdetails/281704/
 TRAINING
IS ON THE
JOB
GUIDING &
INTERNATIONAL COACHING IS
TRAINING THE DUTY
CORPORATE OF ALL
EXAMPLE 2- MANAGERS

MNGT.
NESTLE
LITERACY
TRAINING TRAINING
COURSE

LOCAL
TRAINING AUTHOR: KAROKH SELIM
SOURCE-
https://tuxdoc.com/download/ca
se-study-of-nestle-training-and-
development_pdf
 RESEARCH ARTICLE-
TRAINING METHODS: A
REVIEW
AND ANALYSIS
AUTHOR: BARBARA OSTROWSKI MARTIN1, KLODIANA KOLOMITRO2,
AND TONY C. M. LAM

PUBLISHER- SAGE PUBLICATIONS

SOURCE-
https://www.researchgate.net/publication/274980945_Training_Methods_
A_Review_and_Analysis
 OBJECTIVES RESULTS

1. 69% ARE OFF THE JOB

1. DISCUSSES VARIOUS
METHODS
METHODS OF TRAINING AND
2. 62% LEARNING MODALITY
GENERATES GUIDELINES FOR
OF DOING AS COMPARED
DECIDING THE BEST TRAINING
TO HEARING AND SEEING
METHOD FOR A GIVEN
3. 50% ARE NOT INTERACTIVE
CIRCUMSTANCE
4. 85% UNDER LOW TO
2. HOW TO ENHANCE MODERATE COST
COMMUNICATIONS AND 5. 54 % METHODS REQUIRE
RESEARCH AND DEVELOPMENT LESS TIME
OF TRAINING METHODS AS IT 6. TECHNOLOGICAL
PROVIDES A COMPETITIVE ADVANCEMENTS HAVE
ADVANTAGE TO THE ORG. ENABLED 46% METHODS
OF BEING CONDUCTED
THROUGH DISTANCE