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Training and Development process of “Palli
Karma Sahayak Foundation (PKSF)”
2
RReeppoorrtt oonn
‘Training and Development”
SSuubbmmiitttteedd TToo
Dr.Mohd.H.RJoarder
Corse Instructor
School of Business & Economics
United International University
SSuubbmmiitttteedd BByy
1. Syeda Shotorupa Zafar………………….ID : 111101192
2. Taslima Akter……………………...........ID: 111101123
3. Quazi Nazia Bint Nizam ……………………..ID: 111101146
4. Sadia Bilkis…………………………………….ID:
SSeeccttiioonn:: CC
SSuubbmmiissssiioonn DDaattee:: May 13, 2013
3
Authorization Letter
May13, 2013
Assistant manager (Admin)
Palli karma –Sahayak Foundation (PKSF)
E-4/B, Agargaon Administration Area,
Sher-e Bangla Nagar,
Dhaka-1207
Subject: Organizational Visit.
Dear Sir,
I, on behalf of the following students mentioned in this letter, would like to request you to allow
y students to visit your organization particularly training and development department for the
academic purpose. To get the practical knowledge and make their understanding clear on
employee training and development course, students are requested to discuss with relevant
person about the training and development activities in your organization. It would be highly
appreciated if you kindly help them regarding this matter as much as possible.
Student Details are given here:
Syeda Shotorupa Zafar (111101192); Taslima Akter Peu (111101203); Quazi Nazia Bint Nizam
(111101146) and Sadia bilkis (111)
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Regarding this matter, if you have any queries, please feel to contract me.
With best wishes,
………………………
Mohd.H R Joarder ,Phd
Assistant professor, School Of business &Economics
United International University
5
Letter of transmittal
May 11, 2013
Dr.Mohd.H.R.Joarder
Course Instructor
United International University
Subject: Request to accept our report on “Training and Development process of Palli Karma
Sahayak Foundation (PKSF)”
Dear Sir,
We are pleased to submit the report “Training and Development process of Palli Karma Sahayak
Foundation (PKSF)” All the works presented here is done with maximum sincerely and honesty. We
have tried our best to make this report comprehensive and informative.
For this report, we have done our survey with Human Resource Manager and Training Coordinator of
PKSF . After collecting the data, we have done our analysis on it and found a satisfactory result. Now we
have placed the report before you for your approval. We hope our report will satisfy you.
Thank You.
Sincerely,
………………………………
Quazi Nazia Bint Nizam
On the Behalf of the Group
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Table of Content
Particulars Page
Acknowledgment Latter 8
Executive Summary 9
Chapter 1
1.1 Introduction 10-13
1.2 Background of the Study 14
1.3 Problem Statement 14
1.4 Research Objectives and Questions 15
1.5 Significance of the Study 16
1.6 Scope and limitations of the Study 17
Chapter 2 : Literature Review
2.1 Need of Training 19
2.2 Importance of Training 19
2.3 Training process models 20-22
2.4 Understand motivation &
Performance 22-23
2.5 Factors affecting motivation to learn
and transfer of training 24
2.6 Training Need Analysis 24-26
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2.7 Training Objectives 27-30
2.8 Training Design 31
2.9 Budgeting of training 31
2.10 Transfer of training 32-35
2.11 What is Training Method 36-57
2.12 Development of Training and
Implementation 58-59-
2.13 Evaluation for Training 59-71
2.14 Key areas of training 72-87
Chapter 3 : Findings and Discussion
Findings and Discussion 88-
Chapter 4 : Conclusion and Recommendation
4.1 Recommendations
4.2 Conclusion
4.3 : References
Appendix
Appendix
8
Acknowledgment Latter
No work is possible to be completed by one individual. In every step of this study, valuable help
and suggestions from many individuals and institutional experts supported us to do this report.
The whole report was based on the “Training Process of Palli Karma Sahayak Foundation
(PKSF)”. .First of all, we like to thank our honorable Course Instructor Dr.Mohd.H.R.Joarder
for guiding us to prepare the report from starting point to finishing end. We would like to convey
our special thanks to the officials of: PKSF.
We also like to thank the Human Resource Manager and Training Co-coordinator of these banks
who give their valuable time and provide us the desiring information to prepare this report.
At last we would like to remember the almighty Allah for blessing us with the strength, ability
and patience to do this task.
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Executive Summary
This report is basically on the Training and Development and here we discuss what we learn
theoretically from the book, course instructor and from internet. And also discuss about the
practical experiences of the organization that we have visited. Our main objective of this report is
to focus what is training. In short training is a process of how improve the skills of the employee.
Besides we broadly discuss what is training need analysis, training objectives, training design,
training methods and their implementation, training transfer to the job, training evaluation and
motivations, different key areas for training and so on.
We choose Palli Karma-Sahayak Foundation PKSF is one of the most renowned organizations
in our country. We get practical experiences about their training and development process that,
what types of training they provide, duration of training, environment, evaluation and so on.
Finally the report also includes some suggestion and recommendation with this report and tries to
do this report properly.
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CHAPTER 1 Introduction
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1.1. Introduction:
In the few many years most popular tropic and important things for the development to their
employees for achieving their success by providing training programs. But training method
comes from the Human Reasons Management.
Human resource management (HRM or simply HR) is the management of an organization's
workforce, or human resources. It is responsible for the attraction, selection, training,
assessment, and rewarding of employees, while also overseeing organizational leadership and
culture, and ensuring compliance with employment and labor laws. In circumstances where
employees desire and are legally authorized to hold a collective bargaining agreement, HR will
typically also serve as the company's primary liaison with the employees' representatives
(usually a labor union).
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HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce.
HRM that helps manager’s recruit, select, train and develops members for an organization. HRM
is concerned with the people’s dimension in organizations. From this train came training process
which process is more skilled to the employees and they become more expert day by day.
Training is an organized activity aimed at imparting information and/or instructions to improve
the recipient’s performance or to help him or her attain a required level of knowledge or skill.
According to Elippo said that, ‘Training is the act of increasing the knowledge and skill of an
employee for doing a particular job’.
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Example:
A & B are two employees in a company.
Employee A Employee B
A get training B don’t get training
Training may be taking by some way.
In shout an organization can woke properly if the proper training is giving to their employees.
But every time giving training is not enough the organizations have to see the effectiveness of
the training.
As a result : A will increase his
skills & enjoy the job
As a result : B will dissatisfy & quit the
job
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1.2. Background of the Study
An employee might more knowledgeable and skillful by training and development program or
process that maintaining an effective level job performance. So it acts an important role in HR
department.
As a part of BBA program, our Training and Development course teacher
Dr.Mohd.H.R.Joarder assigned us to prepare a report on training and Development process of
a Company of Bangladesh where they give Training to their employees. We have selected our
report topic as “Training and Development in Palli Karma Sahayak Foundation (PKSF)”.
We have made a survey for required information in Palli Karma Sahayak Foundation (PKSF).
We have prepared our report on May 09, 2013. Which will be submitted by May 11, 2013.
1.3. Problem of Study
Palli Karma Sahayak Foundation (PKSF) is one of the most popular non profitable financial
companies in Bangladesh. They are mainly providing lawn to the needy of rural area. Their main
focus is to reducing poverty and in attaining Human Development Index.
Because it is a huge organization we have to face few problems to take information about PKSF.
Maintain huge security entering in the organization.
Maintain a supply chain to meet with the Manager.
Because of their work seduce get limited time to take interview.
Though few problems arise but stile we have found that their behavior is very friendly with us.
They are very busy at work but they answer our every question properly in a limited time.
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1.4. Objectives and Questionnaires
Objectives
General object of the report is to fulfill the requirement of BBA program.
And the main objective of this report is to know about the Training process of an
organization. Mainly we want to know about the Training Need Analysis, Training
Design, Training Methods, Training Evaluation and so.
Questionnaires:
The reason behind the research and report is given as questioner.
1. What is the purpose to do this report?
Answer: To get practical idea about Training and Development process of an Organization and
also we get the visual display of solving problem on the organization.
2. What we know from the Report?
Answer: We know how an Organization gives training and do development though the training
of their employees. We know How they Analysis the Training Needs, What type of Training
methods actually use, what are the Budgets, Who are the trainers, How they do Evaluation after
give the training and so on..
3. Is it benefited for us? How it is?
Answer: As a student of BBA and Human Resource Management this Report and survey is
benefited for us. We got a practical experience about an organization, before interning in
corporate world.
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1.5. Significance of the Study
This section creates a perspective for looking at the problem. It points out how your study relates
to the larger issues and uses a persuasive rationale to justify the reason for your study. It makes
the purpose worth pursuing.
The significance of the study answers the questions:
1. Why is the study important?
Answer: The study is important because, we get practical experiences about Training and
development from the report. With that we get an idea about PKSF which we never get if we did
not make the report.
2. To whom is it important?
Answer: The report is important for both student and the course instructor. Basically we try to
do distinguish between what we have learned theoretically and practically. So it’s our duty to
collect information clearly from the organization and it’s vital for our course instructor to give
best learning to us theoretically. So, we can compare easily between the theoretically and
practically life together easily.
3. What benefit(s) will occur if your study is done?
Answer: We get lots of benefits:
a) We get practical experiences
b) We get theoretical experiences
c) Meet with higher level of people
d) Understanding different sectors of Training and Development.
e) Understand the cutler and climates of organization will follow.
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1.6. Scope and Limitation
Scope:
There is a certain boundary to cover this report. Our particular report only covers Training and
Development in Palli Karma Sahayak Foundation (PKSF). We mainly focus on Training and
Development Program followed Palli Karma Sahayak Foundation (PKSF).
Limitations:
Found few limitations while taking interview which create littlie problem to continue the report.
The lack of time to carry out a survey
As it is an institution, so very difficult to understand is an every aspect of its
operation within a very short time.
Human Resource Manager were not agree to disclose some information as to
maintain secrecy
Lack of Experience
Lake of knowledge about the organization.
Different in real and practical life.
Those limitations create problem to complete the report but we tried our best to do the best as we
can.
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CHAPTER 2 Theory
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2.1 Need of Training
Training is required on account of the following reasons:
1. Job requirement: Employee selected for a job might lack the qualifications required to perform
the job effectiveness.
2. Technological changes: Technology is changing very fast. Now automation and
mechanization have are being increasingly applied.
3. Organization viability: In order to survive and grow an organization must continually adopt
itself to the changing environment.
4. Internal mobility: Training becomes necessary when an employee moves from one job to
another due to promotion and transfer.
2.2 Importance of Training
Training is the process of imparting knowledge, skills and aptitude to perform desired
job. A well planned and well executed training program can provide the following
advantages:
It helps in improving the level of performance and hence results in higher productivity.
Uniformity of work methods and procedures helps to improve the quality of product or
service
A systematic training program reduces the cost and time drawn in learning.
Good training helps in economical use of materials and machinery.
It reduces supervision.
It lowers the rate of accidents.
It boosts the morale of employees to perform the task/job efficiently.
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2.3 Training process models:
Training is a key part of business growth and change. To help ensure that money spent, a
company must choose their training programs wisely. There are five model phase:
1. Need Analysis Phase:
Analysis is the first phase of the training model. During this phase, trainers analyze all aspects of
a training problem and begin seeking answers while proposing a solution. Timelines are
established, training objectives are created, and first outlines of the training program begin to
take shape. Potential causes and possible solutions are explored, and initial budgets are proposed.
Barriers to success are investigated, and the target audience is analyzed. Great training solutions
must begin with analysis.
2. Design Phase:
Design is the phase of the training model where learning objectives and outcomes are
determined. The core of the potential training solution is created and explored. Storyboards and
initial prototypes of the training solution are proposed and reviewed with the client. Feedback is
received, and initial training solutions begin to take shape. Types of training solutions,
classroom, web-based and blended learning programs are discussed and explored. Much like an
architect's renderings, the blueprint for your training solution begins to take shape.
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i. The training needs identified in the analysis phase, in addition to areas of constraint
and support are the input to the design phase.
ii. Another part of design process is identifying the factors needed in the training
program to facilitate learning and its transfer batch to the job.
3. Development Phase:
Development is a process of formulating an instructional strategy to meet a set of training
objectives as well as obtaining or creating all the things that are needed to implement the training
program. This phase of the training design model where the training program is created and
written. Whether the program is classroom-based or designed to be taken online, materials are
created and produced in this phase. The design phase produced the outline or blueprint, but it is
in this portion of the training model where everything comes together in production. Supporting
materials are produced, trainers are trained, and the target audience is notified of the training
dates.
4. Implementation Phase:
Implementation is the stage where all the planned activities are put into action. Before the
implementation of a, the implementers should identify their strength and weaknesses (internal
forces), opportunities and threats (external forces).
Any training program is delivered to your employees in the implementation phase of the training
model. Classes are taught or taken online. Students receive their training and practice how to use
their new skills. Materials and training products are distributed to participants, and classes begin.
Initial results are measured, and the program begins to take shape in your company. If the
preceding phases are conducted properly, implementation runs smoothly and the training is taken
and received as it was intended. Here are a few things to think about:
a) Practice
b) Feedback forms
c) Management/leadership observations and interactions
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d) Facilities management, including room arrangement and equipment
e) Classroom rules and expectations, including safety and evacuation procedures
5. Evaluation Phase:
Evaluation phase is the fifth of Instructional System Design phases. The purpose of this phase is
determined the value or worth of the instructional program. This phase is actually conducted
during and between all the other phases.
Evaluation completes the training model. Measuring the results of your training program begins
during the implementation phase. Learning is measured after each class, and results are analyzed.
Evaluation of the entire program is conducted after all the training is completed. Measurements
and feedback determine whether adjustments to the initial design are needed, and results are
reviewed with the client. Students are contacted and instructors, designers, developers and
anyone involved with the program meet for a "lessons learned" review. The model then begins
again.
2.4. Understand motivation & Performance:
To get the best quality form an employee in any organization need to give first motivation to the
employee in regular day work. Motivation is one of the best ways which help the employ to
increase the performance day by day. Motivation and job performance of employees are
positively related. If an employee gets motivation form the organization then this performance
will become more spatial than other time.
To get a better performance form any employees or trainee in an organization they have to have
KSA (knowledge, skill and attitudes) about the particular work what they organization expect
from them. Though motivation is one of the best ways to make better performance of any
employee or trainee, but only motivation is not enough need to have KSA and good environment
to deliver their work.
23
Performance of an employ comes from all three activities. For a better performance need to have
motivation of the supervisor, peer and trainer of an organization with that they have to have
perfect KSA about the subject of work and good environment to transfer employee’s activities.
Performance= Motivation* KSA* Environment
If any one of them will miss then a perfect performance never can come.
Motivation to Learn and transfer of training
Motivation to learn is defining as the intensity and the persistence of trainees learning –directed
activities related to the content of the training program.
Motivation is very important for any person to learn something. In any organization motivation
very important part, it helps to train the employees or trainees of the organization. Research says
that without motivation in any organization is not very successful theater with motivation in any
organization is giving better result.
Performance
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2.5. Factors affecting motivation to learn and transfer
of training:
Motivation to learn has been shown repeatedly to influence the outcomes of training, such as
Knowledge and skill acquisition, in addition to transfer of KSAs to the job and resulting job
performance. Training professionals need to understand the factors affecting motivation to learn
and how to address these in the design of training.
2.6. Training Need Analysis
Training need analysis is a systematic method for determining what caused performance to b less
than expected or required. Performance improvement is the focus of training.
Training Needs Analysis (TNA) is defined as the “Identification of training requirements and the
most cost effective means of meeting those requirements”.
A TNA should always be performed where a major new development in policy, equipment
acquisition or procedures is deemed to have potential impact upon the current training regime.
Self
Efficacy
Valence of
outcome
Anxiety
Climate for
transfer
Motivation
to learn
Training Training
reaction Transfer
to the Job
Job
Performanc
e
Skill
Acquisition
Knowledge
Acquisition
Post-Training
Self-Efficacy Supervisor and
Peer Support
Cognitive
Ability
25
2.6.1. Training has three major factors:
Input :
Organizational analysis
Objectives
Resources
Environment
Operational analysis
Expected performance
Personal analysis
Actual performances
Process :
Identify performance gap (PG) = EP – AP
Output:
Training needs
Non training need
26
A concept “Trigger” occur when actual performance is less than expected organizational
performance (AOP) < (EOP) and the gap between AOP and EOP is called Organizational
performance gap (OPG)
2.6.2. Importance of TNA
The TNA typically identifies performance gaps impacting on organizational performance at three
different levels e.g. industry needs - to be industry leaders; company needs - to achieve market
share; department needs - to achieve sales targets; team needs - to improve teamwork, or
individual needs - to increase productivity. All well-designed, results-based, comprehensive
training programs consider the outcomes of a TNA by including the identified performance
needs in the program objectives.
2.6.3. Benefits
There are many benefits of a well planned and systematically-implemented TNA. The age-old
saying, prior preparation and planning prevents poor performance, relates directly to a TNA.
Today, diligent training practitioners are pleased to find that the results of training programs are
being reported more frequently at company executive/ board meetings. This is great news for
program developers as it confirms that outputs from training are being linked to the company’s
strategic objectives: a key focus during the TNA phase.
A fundamental benefit of the TNA is that the training programs delivered stem from the
identification of actual performance needs. Whilst this may seem perfectly logical, in many
instances, particularly the public sector, training programs are offered to participants simply
based on a training schedule that operates from one year to the next. Any program delivered
based on performance needs is well-positioned to achieve outstanding results, again a strong case
to conduct a TNA.
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2.7. Training Objectives:
The term of training objectives refers to all the objectives that are developed for the training
program. There are dour types of training objectives:
1. Trainees Reaction :
A reaction objective refers to the objectives set for how trainees should feel about the training
and their learning environment. It refers to trainees’ perceptions of the program, including the
facilities, trainers, and content. (Reaction outcomes are often referred to as a measure of
“creature comfort.”) They are often called class or instructor evaluations. This information is
typically collected at the program’s conclusion. You probably have been asked to complete class
or instructor evaluations either at the end of a college course or a training program at work.
Reactions are useful for identifying what trainees thought was successful or what inhibited
learning. Reaction outcomes are level 1 (reaction) criteria in Kirkpatrick’s framework.
Reaction outcomes are typically collected via a questionnaire completed by trainees. A reaction
measure should include questions related to the trainee’s satisfaction with the instructor, training
materials, and training administration (ease of registration, accuracy of course description) as
well as the clarity of course objectives and usefulness of the training content. Table 6.3 shows a
reaction measure that contains questions about these areas.
An accurate evaluation needs to include all the factors related to a successful learning
environment. Most instructor or class evaluations include items related to the trainer’s
preparation, delivery, ability to lead a discussion, organization of the training materials and
content, use of visual aids, presentation style, ability and willingness to answer questions, and
ability to stimulate trainees’ interest in the course. These items come from trainer’s manuals,
trainer certification programs, and observation of successful trainers. Sample of the reaction
training:
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2. Learning Objectives:
Learning objectives describe the KSAs that trainees expected to acquire throughout the training
program and the ways that learning will be demonstrated. Learning objectives are aimed at the
three domains of learning: knowledge, skills and attitudes. These are also termed the cognitive,
psychomotor and affective domains of learning.
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3. Transfer of training:
Transfer of training refers to the effect that knowledge or abilities acquired in one area have on
problem solving or knowledge acquisition in other areas. Transfer of training is based on the
theory of transfer of learning.
4. Organizational Outcome Objective:
Organizational outcome objective describes the outcome that that the organizations can
except from the changes in the trainees’ job behavior as a result of the learning. It will
describe the organizational outcomes that will be affected by the transfer of learning to the
job and the criteria that will signify that organizational outcome objectives were achieved. If
outcomes will be positive than the training objectives fulfilled.
2.7.1Creating Objectives:
After the TNA process employee gets training and then evaluate is they learn properly or not.
If they have performance gap between actual and expected organizational performance. With
this two information:
Which performance gaps can and should be addressed by training, and
Which KSAs need to be leaned so that behavior is changed and performance
deficiencies are reduced?
2.7.2. Good objectives: A good objective has three criteria’s
De
sire
d
ou
tco
me
by
be
hav
ior
Co
nd
itio
ns
good
bad
Stan
dar
ds
Accuracy
Quality
Speed
30
2.7.3 Writing Good learning Objectives:
Focused attention on learning objectives for two reasons:
Learning objectives are often the most difficult to write
Learning is the central purpose of the training
When learning objectives are critical:
Developing an effective training program
How the leaning will be demonstrate
If we don’t use training objectives what may happen:
Waste of valuable time
Inhibited flexibility
Focus moved from other areas
Unrealistic for management training and other soft areas of training
Not practical in today’s workplace
Those persons who are involved training to fulfill the training objectives:
This people is called stakeholder. There are four people who involved it:
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2.8. Training Design
Design Phase
Input Process Output
The design phase of training is a process of identifying the set of specifications that will be used
in the development phase of creating the training modules. The training need analysis TNA
results along with organizational constraints and learning theories are the inputs into the design
phase.
Inputs are use to determine the learning objectives-the process part of the model. the first of the
three outputs for this phase is to determine the factors that facilitate learning and transfer of
training.
Training need, training theories, and an understanding of the constraints placed on the training
process are the inputs into the first step of the design phase-developing objectives.
2.9. Budgeting of training:
Budgeting of training is mainly designed by the HRD department of any organization. Before
they preparer any report at first they find that the training is actually need to the employees or the
Learning
theory
Training
need
Organizational
Constraints
Develop
Training
Objectives
Determine factors that
facilitate learning and
transfer
Identify alternative
method of instruction
Evaluation objectives
32
trainees or not. If they find it that training is actually important for the organization then they go
for the budget.
To prepare a particular budget program at first need to have estimation of the training cost.
Though it is quite difficult to find the actual cost of training, because without going in real
training can’t find the cost properly. When the object of training can find or determined it is
necessary to find out the estimate time to take design and development of training delivery. The
estimate will be more accrued if the cost of training will estimate accurately.
When giving budget for training that time need to have good guide for estimate properly. For
giving training about a think, which is already known to few people than time it will take 12:1
day to complete training. Means n though the trainee has few information about the topic but to
set the training need 12 day preparation to give one day training to the trainees. If the training is
computer based than need 300:1 day preparation to complete the training properly. This training
will take long time because in that situation the trainees don’t have any basic information about
training topic. So mind it in the budget poison then estimate the cost of training. Whit that the
member to trainee and the trainer post also vary for the budget of training.
2.110. Transfer of training:
2.11.1Types
There are three types of transfer of training:
Positive Transfer:
This is when prior learning or training facilitates acquiring a new skill or reaching the
solution to a new problem. In this situation the individual performs better than he would
have without the prior training.
Negative Transfer:
This is when prior learning or training hinders acquiring a new skill or reaching the
solution to a new problem. In this situation the individual performs worse than that he
33
have had he not been exposed to the prior training?
Zero Transfer:
In this situation, past experience or training neither enhances nor hinders acquiring a new
skill or reaching the solution of a new problem.
2.10.2. Transfer of training
Transfer of training refers to the effect that knowledge or abilities acquired in one area have on
problem solving or knowledge acquisition in other areas. Transfer of training is based on the
theory of transfer of learning.
Transfer of training holds somewhat different means in different disciplines of psychology.
Holding's definition reflects a cognitive psychology perspective. A cognitive psychologist might
be interested in how the semantic similarity of word pairs in one list affects time to learn on a
second list (the transfer task). From this perspective, the original learning task and the "later
activity" look very much alike
1. Supervisor support:
A key part of any training or work is to supervising psychologists-in-training-a task that requires
its own set of unique skills to effectively guide trainees and which help the trainee to develop
34
successful in the work. Supervisor support is one of the most important part of the trainee or
employee to transfer training to their job.
"It's important for the supervisor and supervisee to talk about their relationship and their
expectations for both the clinical and supervisory experience, including what they want out
of it," says Hoffman.
Most of the time Supervisor support help to motivate an employ or trainee to increase their
productivity and also improve their creativity, which is not only good for the trainee or employ
but also for the organization. Supervisor support help to maintain a chain system in the
organization and regular work will move effectively. Supervisor all-time give a feedback to the
trainee, so that they can understand that what is right and what is wrong.
“Some feedback may be harder to give than others, especially in situations when it's based
on personality or professional issues, such as situations in which the feedback concerns a
supervisee's behavior outside of supervision with other interns”, Hoffman says.
2. Peer support:
Peer support occurs when people provide knowledge, experience, and emotional, social or
practical help to each other. Peer support is also used to refer to initiatives where colleagues,
members of self-help organizations and others meet as equals to give each other support on a
reciprocal basis. The peer in this case is taken to imply that each person has no more expertise as
a supporter than the other and the relationship is one of equality.
Peer mentoring takes place in learning environments such as office; usually new
employees get support from the older more experienced employees.
Peer support each other at the time of training or transfer of it in inside or outside of the
organization also.
Peer help in the lode time of work
They support to refresh mind.
To maintain regular activity in any organization need a group of good peer support. Because
those person will be with each other in the most of the office time together.
35
3. Trainer Support:
The most important think of any training is trainer because he or she is the person how is going
to make all think clear to the trainee. If the trainee did not get the support of the trainer then he
can’t properly apply it in job life. Normally after giving training trainer job is done. But if the
communication of the trainee and trainer was not good then the trainee can’t apply it properly in
the job most of the time. To maintain this process properly need to maintain some rules those are
Voluntary on the part of the trainee
Confidential between the trainer and trainee
Work only for the development purpose not for other think.
In short the communication, behavior, creativity, flexibility, working skill, confidant of the
trainee with trainer help to transfer the training into the job.
4. Reward System:
Any trainer of the organization needs a good reword for their contribution in job. If a trainee get
proper training but the reword system is not good he will not become motivated to transfer
training in to the job.
A good reword system in expected to the entire trainee, which help them to transfer training in
job life properly.
5. Climate and Culture:
The whole organization characteristics environments influence an employee’s job. A good
environment help employees to and a bad environments will disturbed the employ to transfer
training in to the job.
Expectance increase with the time of modern need and to maintain it need to have cross culture
mix. It help to balance all types of activities in an organization if need. Expectance of new thin
help to transfer new work in job life.
36
2.11. What is Training Method?
Training is a systematic process of providing opportunity to learn KSAs for current or
future jobs. Training methods means those methods or technique uses for to develop their KSA
and increase their organizations skilled employees to make high productivity and increase profit.
Training Methods means standard procedures or approaches designed to help individuals or
groups acquire the skills needed for specific activities or functions. The method by which job
training is delivered often varies based on the needs of the company, the trainee, and on the task
being performed.
Many methods of training are available and each has certain advantages and disadvantages.
This method follows organization to implement their employees and methods are varying
organization to organization. There are various methods of training, which can be divided in to
three approaches based:
Cognitive Training Method
Behavioral Training Method
Traditional Method
Modern Method
On the Job Method
OFF the Job Method
37
(a) Traditional Approach:
Common contracting method in which the client (customer or project owner) selects
professional service providers (such as architects and engineers) for the design work and then
invites bids for construction work.
Advantages of Traditional Methods of Training:
1. Instructor-led classroom training is an efficient method for presenting a large body of material
to large or small groups of employees;
2. It is a personal, face-to-face type of training as opposed to computer-based training and other
methods we will discuss later;
3. It ensures that everyone gets the same information at the same time;
4. It is cost-effective, especially when not outsourced to guest speakers; and
5. Storytelling grabs people’s attention.
Disadvantages of Traditional Methods of Training:
1) Sometimes it is not interactive;
2) Too much of the success of the training depends on the effectiveness of the lecturer; and
3) Scheduling classroom sessions for large numbers of trainees can be difficult
(b) Modern Approach:
It emphasizes that training of employees will be required not only to understand the
service or product development system but also to share knowledge and to creatively use that
knowledge to modify a product or serve the customer. The new perspective to training in present
scenario has emerged as leverage training.
38
Advantages of Modern Approach Methods of Training:
1. It is linked to business strategy.
2. Supports competitive goals
3. Integrated into line management
4. Improves performance at job level and organizational level
Disadvantages of Modern Approach Methods of Training:
1. Too flexible
2. Difficult
3. Time Consuming
(c) Cognitive methods
Cognitive method is more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or verbal
information, demonstrate relationships among concepts, etc. These methods are associated with
changes in knowledge and attitude by stimulating learning.
Advantages of Cognitive Approach Methods of Training:
1. Adopted technique from theoretical models
2. Developed better coping mechanisms
3. Improved the brain's ability
Disadvantages of Cognitive Approach Methods of Training:
1. Difficult and complex to manage the skill
2. Aggressive responses given
39
(d) Behavioral methods:
Behavioral method is more of giving practical training to the trainees. The various
methods under Behavioral approach allow the trainee to behavior in a real fashion. These
methods are best used for skill development.
Advantages of Behavioral Approach Methods of Training:
1. Proper timing maintain
2. More effectiveness for doing their job
3. Consistency to their good performance
4. Well understanding about their work
Disadvantages of Behavioral Approach Methods of Training:
1. Excessive barking
2. Containment & behaving off –lead
(e) On-the-job training (OTJ):
On the job training is workplace training, is where you get the opportunity to apply the
theory and learn the hands on skills required to work in the electro technology industry. This
training method primarily used for skilled trades and clerical and technical jobs.
Advantages of On-the-job training Methods of Training
1. Low cost
2. Task-based
3. with managers and peers serving as job knowledge experts
40
Disadvantages of On-the-job training Methods of Training
1. Unstructured approach
2. May apply non standard process for task completion
3. Inconsistent
4. Incomplete
5. Lack of founding principles
(f) Off-the-job training
Off the job training refers to the employee training at a site away from the actual work
environment. It often utilizes lectures, case studies, role playing, simulation, etc. This occurs
when employees are taken away from their place of work to be trained.
Advantages of Off-the-job training Methods of Training
1. A wider range of skills or qualifications can be obtained
2.Can learn from outside specialists or experts
3. Employees can be more confident when starting job
Disadvantages of Off-the-job training Methods of Training
1. More expensive – e.g. transport and accommodation
2. Lost working time and potential output from employee
3. New employees may still need some induction training
4. Employees now have new skills/qualifications and may leave for better jobs
Traditio
nal
Approa
ch
Moder
n
Appro
ach
Cognitive
Approach
Behavior
Approach
On the
job
Trainin
g
Off the
job
Training
Instructo
r-led
Role
play
LECTURES
GAMES
AND
SIMULATI
ONS
Coachin
g
SENSITI
VITY
TRAININ
G
41
Hands-
On
Busines
s study
DEMONSTR
ATIONS
BEHAVIO
R-
MODELIN
G
Mentori
ng
STRAIGH
T
LECTUR
ES/
LECTUR
ES
Interacti
ve
DISCUSSIO
NS
BUSINESS
GAMES
Job
Rotation
SIMULA
TION
Lecture
COMPUTER
BASED
TRAINING
(CBT)
CASE
STUDIES
Job
Instructi
on
Techniq
ue (JIT)
EXERCIS
ES
Dynamic
AV
Techniq
ues
INTELLIGE
NT
TUTORIAL
SYSTEM(IT
S)
EQUIPME
NT
STIMULA
TORS
Lecture
Apprenti
ceships
PROGRAM
MED
INSTRUCTI
ON (PI)
IN-
BASKET
TECHNIQ
UE
Demons
tration
VIRTUAL
REALITY
ROLE
PLAYS
42
There are many methods now discussed them-
1. Lecture
A lecture method is a method which he or she may use handouts, visual aids, question or
answer, or posters to support the lecture. Communication is primarily one way from the
instructor to audiences. Instructor can be experts, consultants, senior management.
Lectures usually take place in a classroom-format. It seems the only advantage to a lecture
is the ability to get a huge amount of information to a lot of people in a short amount of time. It
has been said to be the least effective of all training methods. In many cases, lectures contain no
form of interaction from the trainer to the trainee and can be quite boring. Studies show that
people only retain 20 percent of what they are taught in a lecture. It purpose to-
To convey the knowledge
When Lecture method basically to used
To provide declarative or procedural knowledge
To provide instructions or other types of process information
Following a module or ‘Chunk ’ of training to highlight the key learning points
Advantages of Lectures Methods of Training
1. Less time
2. Team teaching being more expertise
3. Lots of information given quickly
4. Motivate to learn
Disadvantages of Lectures training Methods of Training
1. Not too work actively
2. Huge information sometimes makes confused
3. One way communications
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4. Lack of participation, involvement and getting low feedback
Cost
Lecture method cost is low than other methods. Because of this has one trainer at a time
and huge trainee can get it.
Comparison with other methods
Lecture method is older method process. It’s better than discussion and Apprenticeship
because of this type methods’ cannot get huge trainee.
2. Lecture/discussion
This method uses a lecturer to provide the learners with context that is supported,
elaborated, explains, or expanded on through interactions both among the trainees and between
the trainer and the trainees. Discussion method is a two-way flow of communication knowledge
in the form of lecture is communicated to trainees Then understanding is conveyed back by
trainees to trainer. It purpose to
To generate participation
To find out what participants think or have learned
To simulate recall of relevant knowledge
When Discussion method basically to used
Following or during a lecture
Following any experimental activity or smell-group discussion
To facilitate participant symbolic coding and cognitive organization
Advantages of Discussion Methods of Training
Two way communications
Getting feedback from verbal or non verbal
Easily understood
Number of trainee and is they homogeneous or not.
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Disadvantages of Discussion Methods of Training
Time consuming
Individually or one trainer can’t clarify to all trainee
Large amount of trainee can’t attend at a time
Cost
Discussion method is not too costly than other methods. Because of this has one trainer
at a time and limited trainee can get it and their learning is proper.
Comparison with other methods
Discussion method is better feedback given. Because of this communication much
greater power than the lecture.
3. Demonstration
This method is a visual display of how something works or how to do something.
Example, trainer shows the trainees how to perform or how to do the tasks of the job. Helps the
focusing their attention on critical aspects of the task and for the reason is making demo. Its
purpose-
To show how to do something or how something’s works
When Demonstration method basically to used
When a visual display and hands on manipulation of objects is required
When both knowledge and skill are learning objectives
Advantages of Demonstration Methods of Training
It emphasizes the trainee involvement
It engages several senses: seeing, hearing, feeling, touching
Trainee can easily learn
It increases knowledge and skills
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Disadvantages of Demonstration Methods of Training
It sometimes makes more critical task
Too costly
Needs adequate space for the training to take place
If trainer is not skilled in the task being taught
Cost
Development the cost related to creating the content and organization of the training
Cost of ancillary materials to facilitate learning
Compensation of trainee and trainer time spent in training
Travel , lodging and food for the trainer and trainees
Cost of the training facility for the program
Comparison with other methods
Demonstration method is good for the trainee they can easily learn. This learning
showing as like real or can say practically. It is better than other theoretical process or methods-
Lecture, Discussion etc.
4. Case study
The trainee is given with some written material, and the some complex situations of a real
or imaginary organization. It purpose -
To develop decision making skills that the participant will need on the job
When Case Study method basically to used
When preparing new employee for this assignment
When written information is sufficient to convey the key aspects of the situation in which
the decision must be made.
46
Advantages of Case Study Methods of Training
It’s present a real life situation
Its present wide variety skills
Disadvantages of Case Study Methods of Training
Cases can be difficult to write and understanding
Time consuming to discuss
If trainer is not creative than trainees must be suffered
Cost
Case study cost is low than the other methods.
Comparison with other methods
Case study is better than the lecture
5. Business study
Business study training method where the trainer provides the all information given
about business related things. This information to help; know about their business related things
easily. It purpose-
To know about the business
When Business Study method basically to used
It used entrepreneur persons or those are interested about business.
Advantages of Business Study Methods of Training
Help to know about business
Lots of information gets at a time
Disadvantages of Business Study Methods of Training
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If trainer is not good than it would be tough to understand the trainee.
Cost
Business study cost is high than the other methods.
Comparison with other methods
Business study is better than the methods.
6. Role playing
Role play is a simulation in which each participant is given a role to play. Information is
given to Trainees related to: description of the role concerns objectives responsibilities emotions,
etc. Then, a general description of the situation, and the problem that each one of them faces, is
given. Example, Situation could be strike in factory, managing conflict between two parties
scheduling vacation days, etc. It purpose –
To develop and provide practice with interpersonal skills appropriate to specific situation
To experience what it feels like to be in a particular situation
When Role playing method basically to used
After required the declarative and procedural knowledge has been acquired
Only if quality feedback can be assured
If an opportunity to debrief the experience can be provided
Advantages of Role playing Methods of Training
Trainees can learn classroom situation
Getting an opportunity to practice people skills
Experiment with many different approaches to a situations
Disadvantages of Role playing Methods of Training
Time consuming
Only few people get to practice while others watch
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Cost
Role playing cost is not high than the other methods.
Comparison with other methods
Role playing is better than the methods.
7. Job Rotation
This approach allows the manger to operate in diverse roles and understand the different
issues that crop up. It is the process of preparing employees at a lower level to replace someone
at the next higher level. It purpose-
To avoid the monotonous
To make flexible different work
When Job Rotation method basically to used
It use increased the skilled
Trainees are bored doing a same work
Advantages of Job Rotation Methods of Training
Rotated among different managerial jobs
Enriches experiences
Increases productivity
Highly skilled
Less time needed
Disadvantages of Job Rotation Methods of Training
Can’t capture new position
Difficulty to cope up with new situation
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Cost
Job Rotation cost is high than the other methods.
Comparison with other methods
Job Rotation is better than the methods.
8. Behavior modeling
Behavior modeling presents trainees with a model who demonstrates key behaviors to
replicate and provides trainees with the opportunity to practice the key Behaviors. Behavior
modeling is based on the principles of social learning theory, which emphasize that learning
occurs by
(1) Observation of behaviors demonstrated by a model and
(2) Vicarious reinforcement. Vicarious reinforcement occurs when a trainee sees a
model receiving reinforcement for using certain behaviors.
It purpose-
To show participants what the appropriate or in appropriate behavior looks like
To allow participants to compare their behavior to that of the model
To increase participants’ observational and critiquing skills
When Behavior modeling method basically to used
When skills are the object of the training
When a good model of the behavior is available or can be developed
When there is ample opportunity for feedback
When Feedback is high quality
When there is ample opportunity to practice
Advantages of Behavior modeling Methods of Training
Create the modeling display
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Provide opportunities for practice
Facilitate transfer of training
Disadvantages of Behavior modeling Methods of Training
Time consuming
Costly
Difficult to doing it
Cost
Behavior modeling cost is low.
Comparison with other methods
Behavior modeling is better than the role playing and job rotation methods
9. Mentoring
Mentoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the organization goes to
achieve its vision and mission to the junior employee. It purpose-
To provide general advice to newly placed managed
When Mentoring method basically to used
When a manager needs individuals assistance of a specific nature
Advantages of Mentoring Methods of Training
Getting guidelines
Employees easily fit in the organization
Formalized process
Disadvantages of Mentoring Methods of Training
Costly
Time consuming
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Easily can’t work
Cost
Mentoring cost is low.
Comparison with other methods
Mentoring is better than the coaching methods.
10. Coaching
Coaching is one of the training methods, which is considered as a corrective method for
inadequate performance. Coaching is the best training plan it is one-to-one interaction and it can
be done on phone, meetings, through mails, chat etc. It purpose-
To enhance managerial or executive competencies in specific areas
When Coaching method basically to used
When a manager needs periodic advice and someone to discuss issued with. Care needs
to be taken in selection of the mentors.
Advantages of Coaching Methods of Training
Achievement of goals.
Personal growth increased
Disadvantages of Coaching Methods of Training
Coaching costs high
Personal does not matched
Standard of teaching does not provides
Conflicting goals.
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Cost
Coaching cost is low.
Comparison with other methods
Coaching is better than the discussion methods.
11. Simulation
A simulation is a training method that represents a real-life situation, with trainees’
decisions resulting in outcomes that mirror what would happen if they were on the job. A
common example of the use of simulators for training is flight simulators for pilots. Simulations,
which allow trainees to see the impact of their decisions in an artificial, risk free environment,
are used to teach production and process skills as well as management and interpersonal skills.
New technology has helped in the development of virtual reality, a type of simulation that even
more closely mimics the work environment. It purpose –
To provide the skills needed for the operation and maintenance of equipment
When Simulation method basically to used
When using the actual equipment is not feasible.
Advantages of Simulation Methods of Training
Training based on reality
Retrain what they have learn
Directly apply in their job
Disadvantages of Simulation Methods of Training
Too expensive
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Difficult
Time consuming
Cost
Simulation cost is high.
Comparison with other methods
Simulation is better than the apprenticeship methods.
12. Apprenticeship Training
Apprenticeship is a work-study training method with both on-the-job and classroom
training. To qualify as a registered apprentice under state or federal guidelines and
apprenticeship program, the hours and weeks that must be devoted to completing specific skill
units are clearly defined. The on-the-job training involves assisting a certified tradesperson (a
journey worker) at the work site. The OJT portion of the apprenticeship follows the guidelines
for effective OJT by including modeling, practice, feedback, and evaluation. It purpose-
To know about work study
When Apprenticeship method basically to used
When trainees want to know practically
Advantages of Apprenticeship Methods of Training
Formal programmed
Disadvantages of Apprenticeship Methods of Training
If trainers not sufficient knowledge than it will be difficult
Too expensive
Cost
Apprenticeship cost is too high.
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Comparison with other methods
Apprenticeship is better than the Simulation methods.
13. In Basket training
In this technique, trainee is given some information about the role to be played such as,
description, responsibilities, general context about the role. The trainee is then given the log of
materials that make up the in-basket and asked to respond to materials within a particular time
period. After all the trainees complete in-basket, a discussion with the trainer takes place. It
purpose -
To develop decision making skills that the participant will need on the job
When In Basket training method basically to used
When preparing new employee for this assignment
When written information is sufficient to convey the key aspects of the situation in which
the decision must be made.
Advantages of In Basket training Methods of Training
Building decision making skills
Assess and develops Knowledge, Skills and Attitudes (KSAs)
55
Develops of communication and interpersonal skills
Develops procedural knowledge
Develops strategic knowledge
Disadvantages of In Basket training Methods of Training
Difficult to do
Difficult to response in the short time period
Cost
In Basket training cost is low.
Comparison with other methods
In Basket training is better than the business game methods.
14. Business Game
These are based on the set of rules, procedures, plans, relationships, principles derived
from the research. In business games, trainees are given some information that describes a
particular situation and are then asked to make decisions that will best suit in the favor of the
company. It purpose-
To enhance management skills
To improve decision skills
To provide strategic knowledge
When Business Game method basically to used
To motivate the participants to learn
When the complexity of the issues if the participants seem to be acquiring the
knowledge
Advantages of Business Game Methods of Training
Information describing a situation
Provide with feedback
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Disadvantages of Business Game Methods of Training
Specific number of trials have been completed
Cost
Business Game cost is low.
Comparison with other methods
Business Game is better than the In Basket training methods.
There are some other methods
1. Dynamic AV Methods
i. Audio
ii. Video
2. Exercise
3. Virtual Reality
4. Computer Based Training
5. Technology-Based Learning
i. Intelligent Tutorial System
ii. Programmed Instruction
6. Hands on method
7. Memory games
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Different Training Methods in Context of Bangladesh
Lecture method Job instruction training Computer Based training
Discussion method Job Rotation
Audio Visual method Apprenticeship
Case study method Coaching
Behavior Model Exercise
Role play Mentoring
Business Games
Lecture & Discussion
Method
Demonstration
In Basket Techniques
Simulation
Off the job training
methods:
On the job training
methods:
Technology Based
Training:
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2.12. Development of Training and Implementation:
Employee training is the responsibility of the organization. Employee development is a shared
responsibility of management and the individual employee. The responsibility of management is
to provide the right resources and an environment that supports the growth and development
needs of the individual employee.
For employee training and development to be successful, management should:
Provide a well-crafted job description - it is the foundation upon which employee training
and development activities are built
Provide training required by employees to meet the basic competencies for the job. This
is usually the supervisor's responsibility
Develop a good understanding of the knowledge, skills and abilities that the organization
will need in the future. What are the long-term goals of the organization and what are the
implications of these goals for employee development? Share this knowledge with staff
Look for learning opportunities in every-day activity. Was there an incident with a client
that everyone could learn from? Is there a new government report with implications for
the organization?
Explain the employee development process and encourage staff to develop individual
development plans
Support staff when they identify learning activities that make them an asset to your
organization both now and in the future
For employee development to be a success, the individual employee should:
Look for learning opportunities in everyday activities
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Identify goals and activities for development and prepare an individual development plan.
If this types of process will be holding for the organization will maintain their success in a stage.
2.13 Evaluation for Training:
If an atmosphere is created where people, working as a team, use evaluation as a tool to see how
they are doing and to find ways to increase their success in reaching their goals, then evaluation
can be a very positive process which will benefit all who participate in it.
Evaluation Phase
Input Process Output
2.13.1 Evaluation Purpose:
The lists three purposes for evaluation:
1. Gain insight :
Evaluation
Objective
Organizational
Constraints
Design Issues
Evaluation Strategy and
Design
Process
Measures
Outcome
Measures:
1. Reaction
2. Learning
3. Behavior
4. Results
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If trainer completed phase 2 of social marketing, you've already done this. This type of
evaluation is also called formative evaluation or formative research.
2. Improve a program
This type of evaluation lets you monitor the implementation of a program, enhance programs
based on feedback, and understand how and why something happened. Trainer would plan a
process evaluation during evaluation phase of the social marketing planning process.
3. Assess program efforts
This type of evaluation would determine how well trainer is meeting trainee’s objectives and
provide lessons learned for future programming. Evaluation phase is the time to plan for an
outcome evaluation.
2.13.2. Types of evaluation:
1. Process Evaluation:
(a) Monitor whether your intervention was implemented,
(b) Monitor if intervention was implemented as intended, and
(c) Determine how and why certain things happened as they did.
2. Outcome and Impact Evaluation:
Decide what outcomes would like to evaluate from training program. Generally, interventions
directed at nutrition and physical activity-related behaviors are not able to track the long-term
health benefits that may occur. It may need to assess proximal outcomes that trainer can use to
make a case for impacting health, for example, amount of fruits and vegetables eaten or amount
of physical activity performed by the target audience
10.13.3 Evaluation Objectives:
The purpose of evaluation is to determine whether or not the training achieved the desired
objective. The objective might have been very precise, or extremely loose, but there would have
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been one. This is usually set as a result of assessing training needs. Evaluating training will help
show how effective it was at meeting the objective.
All organizations, regardless of size or type, should use some process of assessing the
effectiveness of training undertaken by employees. Education in any form is an investment of
time and money, which makes it important that the organization establishes, as far as it can, the
return on that investment.
2.13.4 Benefits of Training Evaluation
There are a number of reasons why organizations proactively monitor the effectiveness of
employee education. These are:
Helps employees to monitor their own improvement.
Builds morale, by demonstrating an interest in staff development.
To maximize the training ROI (return on investment).
Helps to determine the form of future training programs.
Assists with identifying the effectiveness of different forms of teaching (such as
classroom based or web based).
Organizations that train but do not evaluate that training cannot be certain of its value, either to
themselves or their employees.
2.13.4 Methods of Training Evaluation
The most common and simplest way of measuring the outcome of a training program is through
a questionnaire, or training evaluation form. This is often called a "happy sheet."
This is usually a short list of questions that the learners answer before leaving the classroom or
the online course. They ask whether the learner felt they learned anything, whether they liked the
teaching style, and for any other relevant feedback.
The value of the training evaluation forms is that they give immediate feedback and they are
inexpensive to set up and process. However, it is possible for someone to leave a course having
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enjoyed it, and believing they learned a great deal. It is only when they come to apply this
knowledge that they discover whether the training was as effective as they thought.
A more thorough evaluation can involve a following round of training evaluation forms, or an
assessment interview, which are conducted a few days or weeks after the training. This allows
the learner time to reflect on what they have learned and to have put at least some of it into
practice. Their opinion of the training may have changed based on their experience in the
workplace.
2.13.6 Assess the performance of trainers
• Were the learning objectives clearly specified and defined?
• Did all the trainees know what the objectives were and understand them?
• Were the contents of the lessons and the teaching methods and aids related to the learning
objectives?
• Were the teaching aids properly prepared for the lessons?
• Was there a process to regularly check to see how trainees were progressing?
• Did the introduction to each lesson link it clearly with the previous lesson?
• Were appropriate examples used to clarify important points?
• Was there enough time for questions?
• Was the material presented clearly?
• Was there a good summary at the conclusion of the lesson?
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2.13.7 Evaluate the outcomes of a training program
Evaluating the outcome of a training program is usually done at the end of a major project cycle,
such as after one, two, or three years. These evaluations are often performed by a team that can
spend the time to collect data, make judgments, and propose recommendations for future action.
In training projects, all operations and issues that contribute to planning and implantation of a
project can be evaluated. This can include many items, such as, the effectiveness of the training
methods and materials used; the relevance of the training content to the backgrounds of the
trainees; the knowledge, attitudes and skills gained by the trainees; the types of health services
delivered by the healers; changes in health behaviors of community members; and the amount
and type of collaboration between the THPs and the health agency staff.
2.13.8 There are three ways to conduct training evaluations:
• Internal evaluations
Internal evaluations are performed with staff members of the project and the agency that
administers the project. They have the advantages of using existing staff who are more readily
available, and the costs are less since outside consultants do not need to be employed. The main
disadvantage is that an internal evaluation is not as objective; internal staff members usually
become so involved with carrying out the project that they are unable to be impartial and
objective about identifying difficulties and problems within their own activities.
• External evaluations
These evaluations are performed with consultants or other experts brought in from outside the
agency. External evaluations are more objective and impartial; outside consultants do not have a
personal interest in the findings and outcomes of the study.
They also may be more experienced in using evaluation techniques, such as obtaining relevant
data to assure success in reaching project objectives, identifying problems and difficulties, and
making recommendations for future actions.
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• A combination of internal and external evaluation
A third type of evaluation combines elements of the first two, using a team composed of project
staff members and outside consultants. This type of evaluation has many advantages. For one,
local staff, working closely with outside consultants, can facilitate collection of the data from
THPs and community members. And local staffs who work on an evaluation team with outside
consultants have the opportunity to develop better evaluation skills.
One of the greatest advantages of a combined external and internal evaluation is that it lends
itself to a participatory type of evaluation that includes all groups involved.
2.13.9. Kirkpatrick's Four-Level Training Evaluation Model
Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president of the
American Society for Training and Development (ASTD), first published his Four-Level
Training Evaluation Model in 1959, in the US Training and Development Journal.
The model was then updated in 1975, and again in 1994, when he published his best-known
work, "Evaluating Training Programs."
The four levels are:
1. Reaction.
2. Learning.
3. Behavior.
4. Results.
Let's look at each level in greater detail.
Level 1: Reaction
This level measures how trainees (the people being trained), reacted to the training. Obviously, a
manager wants them to feel that the training was a valuable experience, manager you want them
to feel good about the instructor, the topic, the material, its presentation, and the venue.
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It's important to measure reaction; because it helps manager understands how well the training
was received by your audience. It also helps manager improves the training for future trainees,
including identifying important areas or topics that are missing from the training.
Level 2: Learning
At level 2, manager measure what his trainees have learned. How much has their knowledge
increased as a result of the training?
When manager planned the training session, manager hopefully started with a list of specific
learning objectives: these should be the starting point for your measurement. Keep in mind that
manager can measure learning in different ways depending on these objectives, and depending
on whether manager is interested in changes to knowledge, skills, or attitude.
It's important to measure this, because knowing what your trainees are learning and what they
aren't will help manager improve future training.
Level 3: Behavior
At this level, manager evaluates how far manager trainees have changed their behavior, based on
the training they received. Specifically, this looks at how trainees apply the information.
It's important to realize that behavior can only change if conditions are favorable. For instance,
imagine manager ve skipped measurement at the first two Kirkpatrick levels and, when looking
at your group's behavior, manager determines that no behavior change has taken place.
Therefore, manager assumes that his trainees haven't learned anything and that the training was
ineffective.
However, just because behavior hasn't changed, it doesn't mean that trainees haven't learned
anything. Perhaps their boss won't let them apply new knowledge. Or, maybe they've learned
everything you taught, but they have no desire to apply the knowledge themselves.
Level 4: Results
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At this level, manager analyzes the final results of your training. This includes outcomes that
manager or his organization have determined to be good for business, good for the employees, or
good for the bottom line.
2.13.10. How to Apply the Model
Level 1: Reaction
Start by identifying how you'll measure reaction. Consider addressing these questions:
Did the trainees feel that the training was worth their time?
Did they think that it was successful?
What were the biggest strengths of the training, and the biggest weaknesses?
Did they like the venue and presentation style?
Did the training session accommodate their personal learning styles?
Next, identify how you want to measure these reactions. To do this a manager will typically use
employee satisfaction surveys or questionnaires; however a manager can also watch trainees'
body language during the training, and get verbal feedback by asking trainees directly about their
experience.
Once manager have gathered this information, look at it carefully. Then, think about what
changes he could make based on your trainees' feedback and suggestions.
Level 2: Learning
To measure learning, start by identifying what manager wants to evaluate. (These things could be
changes in knowledge, skills, or attitudes.)
It's often helpful to measure these areas both before and after training. So, before training start,
test trainees to determine their knowledge, skill levels, and attitudes.
Once training is finished, test trainees a second time to measure what they have learned, or
measure learning with interviews or verbal assessments.
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Level 3: Behavior
It can be challenging to measure behavior effectively. This is a longer-term activity that should
take place weeks or months after the preliminary training.
Consider these questions:
Did the trainees put any of their learning to use?
Are trainees able to teach their new knowledge, skills, or attitudes to other people?
Are trainees aware that they've changed their behavior?
One of the best ways to measure behavior is to conduct observations and interviews over time.
Also, keep in mind that behavior will only change if conditions are favorable. For instance,
effective learning could have taken place in the training session. But, if the overall organizational
culture isn't set up for any behavior changes, the trainees might not be able to apply what they've
learned.
Alternatively, trainees might not receive support, recognition, or reward for their behavior
change from their boss. So, over time, they disregard the skills or knowledge that they have
learned, and go back to their old behaviors.
Level 4: Results
Of all the levels, measuring the final results of the training is likely to be the most costly and
time consuming. The biggest challenges are identifying which outcomes, benefits, or final results
are most closely linked to the training and coming up with an effective way to measure these
outcomes over the long term.
Here are some outcomes to consider, depending on the objectives of your training:
Increased employee maintenance.
Increased production.
Higher morale.
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Reduced waste.
Increased sales.
Higher quality ratings.
Increased customer satisfaction.
Fewer staff complaints.
2.13.11. Considerations
Although Kirkpatrick's Four-Level Training Evaluation Model is popular and widely used, there
are a number of considerations that need to be taken into account when using the model.
One issue is that it can be time-consuming and expensive to use levels 3 or 4 of the model, so it's
not practical for all organizations and situations. This is especially the case for organizations that
don't have a dedicated training or human resource department, or for one-off training sessions or
programs.
In a similar way, it can be expensive and resource intensive to "wire up an organization" to
collect data with the sole purpose of evaluating training at levels 3 and 4.
The model also assumes that each level's importance is greater than the last level, and that all
levels are linked. For instance, it implies that Reaction is less important, ultimately, than Results,
and that reactions must be positive for learning to take place. In practice, this may not be the
case.
Most importantly, organizations change in many ways, and behaviors and results change
depending on these, as well as on training. For example, measurable improvements in areas like
retention and productivity could result from the arrival of a new boss or from a new computer
system, rather than from training.
Kirkpatrick's model is great for trying to evaluate training in a "scientific" way, however, so
many variables can be changing in fast-changing organizations that analysis at level 4 can be
limited in usefulness.
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2.13.12. Cost Benefit and Cost Effectiveness Evaluation
It is very important to evaluate the benefits of the training and be able to put that in terms of
numbers. Training comes at a cost and therefore any organization would be interested in
knowing the return on investment (ROI).
Organizations use different methods to assess the benefits of training in terms of numbers the
profits. Some of the frequently used methods are ROI and Utility analysis. There are many costs
that are associated with the training apart from the direct and apparent costs. These costs can be
described under two headings:
1. There are costs incurred towards the training needs analysis, compensation of the
training program designers, procurement of training material and various media like the
computers, handouts, props, gifts and prizes, audio visuals etc.
2. Then there is another category is costs incidental to the training session itself such as
trainer’s fee / salary, facility costs / rental etc.
3. Finally there are costs involved is losing a man day of work, travelling, boarding and
lodging and training material that cannot be reused in some other training program.
The various models that are used to estimate the benefits of the training program are as under.
2.13.13. The Return on Investment Model (ROI)
Organizations spend huge amount of money on employee development, it is therefore very
important to ascertain the benefits of training. Different studies were conducted to evaluate the
effectiveness of training programs. In one of the studies it was found out that sales and technical
trainings gave better ROI compared to managerial training programs. Ford, for example,
evaluates all the training programs against the profitability in a given product line. The basic
formula for calculating the ROI for training is as:
ROI (in percent) = Program benefits / Costs × 100
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Let’s assume that the total costs incurred towards certain training are USD. 80,000/- all inclusive
and the benefits in terms of overall improvement in productivity and quality are USD. 4, 00,000/-
Thus the ROI is 525 %, which means for each rupee invested the return in USD. 5.25 Over and
above the cost of the program.
This problem however relies upon the assessment of benefits from outside, sometimes which
requires that non financial benefits may be converted into financial benefits. This requires
precision and the sources have to be credible.
2.13.14. Utility Analysis
This is another way of reflecting upon the usefulness of a training program. Utility itself is a
function of the duration up to which the training leaves an impact upon the trainee, the relative
importance of the training program, the importance of the position or profile that received
training and the cost of conducting the training.
For example, leadership programs conducted for top and middle management tend to be high on
value where as sales training programs for the front line sales staff tends to be low on value
scale.
Utility analysis basically derives the effectiveness from analyzing the change in the behavior of
the trainee and the positive financial implications of the same. This model is not very famous
because the deductions made are essentially subjective in nature.
2.13.15. Rational and resistance for Training Evaluation:
Some company thinks that training evaluation is essential. But some people think that training
evaluation is not so necessary. Their thinking is divided into two categories:
1. Rational
2. Resistance
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Rational Training Evaluation Resistance Training Evaluation
Evaluation is important Evaluation is not important
After doing Training, evaluation is
necessary, because it proves whether
training remove the lacking or not.
After doing training, there is nothing to
evaluate. Because some company
thinks that training is given as Reward.
So, there is nothing to Accomplish. It is
just a way of Motivation.
Company must spending money for
the training evaluation. Because
without the Evaluation, the training is
like a Ship without any Captain.
Some Companies think that, why the
spend money is some task which has no
value at all. At first they do TNA.
When they find out lacings, they give
training; There is no need of Training
Evaluation.
Though it take a lot of time, but one
can understand easily the effectiveness
of Training
Training Evolution is Time Consuming
It’s a blessing for some company who
knows that their training is really
working and fulfill the needs of
employees.
But sometime training is a Threat.
Because a company does lots of cost
for giving training to their employee.
But if the Training is not giving any
positive outcome, it becomes a Threat
for Trainer & Human Resource
Department of the organization.
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2.14. Key areas of training:
Training has some important areas to train their employees by different ways. There are five key
areas of training. All areas are the important equally.
(a) Orientation: Definition
Orientation training is a procedure for providing new employees with basic background
information about the organization.
Major objectives of orientation are to:
(1) Gain employee commitment,
(2) Reduce his or her anxiety,
(3) Help him or her understand organization's expectations, and
(4) Convey what he or she can expect from the job and the organization.
How to make an effective employee orientation training:
Human Resource professionals and line managers first need to consider key new employee
orientation planning questions before implementing or revamping a current program. These are
the tips to make effective training:
Since first impressions are crucial, here are some tips for putting your best foot forward.
Begin the process before the new person starts work. Send an agenda to the new associate
with the offer letter so the employee knows what to expect. Stay in touch after he or she
has accepted the position to answer questions. Make sure the new person's work area is
ready for the first day of work.
Make sure key coworkers know the employee is starting and encourage them to come to
say "hello" before orientation begins.
Assign a mentor, or buddy, to show the new person around, make introductions, and start
training. Let the mentor have sufficient notice so they can make preparations. The
mentoring relationship should continue for 90 days and may continue much longer if the
pair makes a "connection."
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Start with the basics. People become productive sooner if they are firmly grounded in the
basic knowledge they need to understand their job. Focus on the why, when, where, and
how of the position before expecting them to handle assignments or big projects. Don't
overwhelm them with too much information.
Provide samples about how to complete forms and the person's job description with the
orientation packet.
Have some fun. Concentrate only on the very important topics of the handbook. Play
some games - this can help them. Games may include:
(i) Photo Match - After the tour. Each employee is provided photos of other employees
and a list of names. The object is to match the name with the face.
(ii)Signature Hunt - While employees are touring the facility, provide them with a piece
of paper with the names of several associates they will be meeting. They are then asked
to obtain the signatures of the people they meet. The employee, who obtains the most
signatures.
Other games that pertain to what the employee learned during orientation are also
effective assurances that orientation is successful.
Provide a list of FAQs with a contact person, and phone number or extension.
Plan to take the new employee to lunch, or ask others to join the new employee in the
lunch room. The first day on the job is not the day to leave the new employee alone
during lunch. This is a good time for the supervisor to take the employee to lunch,
include other co-workers, and make sure the employee is at ease.
Keep the new person's family in mind. A new job means adjustment for the entire family,
especially if they have relocated. Does what trainer can to ease the transition and help
them feel comfortable in the community?
Ask for feedback. Find out from former new hires how they perceived the orientation process,
and don't be afraid to make changes based on those recommendations. Trainer can send an
evaluation two to four weeks after the employee has started, and ask: Now that employee has
been with the company a while, did the orientation meet your needs?
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Purposes of Orientation:
Employers have to realize that orientation isn't just a nice gesture put on by the organization. It
serves as an important element of the recruitment and retention process. Some key purposes are:
1. To Reduce Startup Costs:
Proper orientation can help the employee get "up to speed" much more quickly, thereby reducing
the costs associated with learning the job.
2. To Reduce Anxiety:
Any employee, when put into a new, strange situation, will experience anxiety that can impede
his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results
from entering into an unknown situation, and helps provide guidelines for behavior and conduct,
so the employee doesn't have to experience the stress of guessing.
3. To Reduce Employee Turnover:
Employee turnover increases as employees feel they are not valued, or are put in positions where
they can't possibly do their jobs. Orientation shows that the organization values the employee,
and helps provide the tools necessary for succeeding in the job.
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4. To Save Time for Supervisor & Coworkers:
Simply put, the better the initial orientation, the less likely supervisors and co-workers will have
to spend time teaching the employee.
5. To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction:
It is important that employees learn as soon as possible what is expected of them, and what to
expect from others, in addition to learning about the values and attitudes of the organization.
While people can learn from experience, they will make many mistakes that are unnecessary and
potentially damaging.
Positive out come from an effective orientation training:
1. Reduce anxiety
2. Reduced role ambiguity
3. Reduced turnover rate
4. Improved job performance
5. Increased job satisfaction
6. Increased tenure
7. More effective or efficient
8. Higher level of commitment
The Advantages of Employee Orientation:
1. Feel Welcome
2. Understand Culture
3. Learn Policies
4. Reduce Turnover
5. Rapid On boarding
6. Consideration of the success factors
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The Disadvantages of Employee Orientation
1. Orientation Preparation
2. Scheduling
3. Location
4. Online Orientation
5. Limited Information
(b) Diversity Training
Diversity training is training for the purpose of increasing participants' cultural awareness,
knowledge, and skills, which is based on the assumption that the training will benefit an
organization by protecting against civil rights violations, increasing the inclusion of different
identity groups, and promoting better teamwork. It has been a controversial issue, due to moral
considerations as well as questioned efficiency or even counters productivity.
Diversity Training: 10 Benefits of Workplace Diversity:
1. Employees get along better.
2. People trust employees outside their own group.
3. Everyone is welcome and respected.
4. All ideas and perspectives are welcome.
5. People’s talents are recognized.
6. The company culture encourages positive interaction.
7. Cross-pollination of ideas and perspectives.
8. Leadership and employees aren’t separate.
9. No cliques or privileged groups.
10. Celebration of all people.
Diversity in the Workplace: Benefits, Challenges and Solutions:
Workplace diversity refers to the variety of differences between people in an
organization. That sounds simple, but diversity encompasses race, gender, ethnic group,
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age, personality, cognitive style, tenure, organizational function, education, background
and more.
Diversity not only involves how people perceive themselves, but how they perceive
others. Those perceptions affect their interactions. For a wide assortment of employees
to function effectively as an organization, human resource professionals need to deal
effectively with issues such as communication, adaptability and change. Diversity will
increase significantly in the coming years. Successful organizations recognize the need
for immediate action and are ready and willing to spend resources on managing
diversity in the workplace now.
Benefits of Workplace Diversity:
An organization’s success and competitiveness depends upon its ability to embrace diversity
and realize the benefits. When organizations actively assess their handling of workplace
diversity issues, develop and implement diversity plans, multiple benefits are reported such as:
Increased adaptability:
Organizations employing a diverse workforce can supply a greater variety of solutions to
problems in service, sourcing, and allocation of resources. Employees from diverse
backgrounds bring individual talents and experiences in suggesting ideas that are flexible
in adapting to fluctuating markets and customer demands.
Broader service range:
A diverse collection of skills and experiences (e.g. languages, cultural understanding)
allows a company to provide service to customers on a global basis.
Variety of viewpoints:
A diverse workforce that feels comfortable communicating varying points of view
provides a larger pool of ideas and experiences. The organization can draw from that pool
to meet business strategy needs and the needs of customers more effectively.
More effective execution:
Companies that encourage diversity in the workplace inspire all of their employees to
perform to their highest ability. Company-wide strategies can then are executed; resulting
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in higher productivity, profit, and return on investment.
Challenges of Diversity in the Workplace:
Taking full advantage of the benefits of diversity in the workplace is not without its challenges.
Some of those challenges are:
Communication
Perceptual, cultural and language barriers need to be overcome for diversity programs to
succeed. Ineffective communication of key objectives results in confusion, lack of
teamwork, and low morale.
Resistance to change:
There are always employees who will refuse to accept the fact that the social and cultural
makeup of their workplace is changing. The “we’ve always done it this way” mentality
silences new ideas and inhibits progress.
Implementation of diversity in the workplace policies:
This can be the overriding challenge to all diversity advocates. Armed with the results of
employee assessments and research data, they must build and implement a customized
strategy to maximize the effects of diversity in the workplace for their particular
organization.
Successful Management of Diversity in the Workplace
Diversity training alone is not sufficient for your organization’s diversity management plan. A
strategy must be created and implemented to create a culture of diversity that permeates every
department and function of the organization. Recommended steps that have been proven
successful in world-class organizations are:
Assessment of diversity in the workplace:
Top companies make assessing and evaluating their diversity process an integral part of
their management system. A customizable employee satisfaction survey can accomplish
this assessment for your company efficiently and conveniently. It can help your
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management team determine which challenges and obstacles to diversity are present in
your workplace and which policies need to be added or eliminated. Reassessment can
then determine the success of you diversity in the workplace plan implementation.
Development of diversity in the workplace plan:
Choosing a survey provider that provides comprehensive reporting is a key decision. That
report will be the beginning structure of your diversity in the workplace plan. The plan
must be comprehensive, attainable and measurable. An organization must decide what
changes need to be made and a timeline for that change to be attained.
Implementation of diversity in the workplace plan:
The personal commitment of executive and managerial teams is a must. Leaders and
managers within organizations must incorporate diversity policies into every aspect of the
organization’s function and purpose. Attitudes toward diversity originate at the top and
filter downward. Management cooperation and participation is required to create a culture
conducive to the success of your organization’s plan.
Recommended diversity in the workplace solutions include:
Ward off change resistance with inclusion:
Involve every employee possible in formulating and executing diversity initiatives in
your workplace.
Foster an attitude of openness in your organization:
Encourage employees to express their ideas and opinions and attribute a sense of equal
value to all.
Promote diversity in leadership positions:
This practice provides visibility and realizes the benefits of diversity in the workplace.
Utilize diversity training:
Use it as a tool to shape your diversity policy.
Launch a customizable employee satisfaction survey that provides comprehensive
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reporting:
Use the results to build and implement successful diversity in the workplace policies.
(c) Sexual Harassment:
Sexual harassment is any unwelcome sexual advance or conduct on the job that creates an
intimidating, hostile, or offensive working environment. Any conduct of a sexual nature that
makes an employee uncomfortable has the potential to be sexual harassment.
Sexual harassment comes in many forms:
Given this broad definition, it is not surprising that sexual harassment comes in many forms. The
following are all examples of sexual harassment:
A supervisor implies to an employee that the employee must sleep with him to keep a
job.
A sales clerk makes demeaning comments about female customers to his coworkers.
An office manager in a law firm is made uncomfortable by lawyers who regularly tell
sexually explicit jokes.
A cashier at a store pinches and fondles a coworker against her will.
A secretary's coworkers belittle her and refer to her by sexist or demeaning terms.
Several employees post sexually explicit jokes on an office intranet bulletin board.
An employee sends emails to coworkers that contain sexually explicit language and
jokes.
The harasser can be the victim's supervisor, manager, or coworker. An employer may even be
liable for harassment by a nonemployee (such as a vendor or customer), depending on the
circumstances.
Types of Sexual Harassment:
The conduct may be sexual in nature. It may be non-sexual conduct which singles out a person
for harassment because of gender. Sex harassment can occur between people of the same or
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different gender. It is not limited to males harassing females. Sex harassment may occur in a
variety of relationships. It may occur among peers, such as co-workers and students. A harasser
may be an outsider, such as a University contractor or internship sponsor. Especially injurious is
harassment characterized by inequality of power, such as between a supervisor and a
subordinate; senior faculty and junior faculty; faculty and students; and graduate teaching
assistants and undergraduates. There are two types of sexual harassment. They are:
1. Quid pro quo harassment:
"Quid pro" behavior involves express or implied demands for sexual favors in exchange for
some benefit (a promotion, a raise, a good grade or recommendation) or to avoid some detriment
(termination, demotion, a failing grade, denial of a fellowship) in the workplace or in the
classroom. It occurs when
(a) Job benefits, including employment, promotion, salary increases, shift or work assignments,
performance expectations and other conditions of employment, are made contingent on the
provision of sexual favors, usually to an employer, supervisor or agent of the employer who has
the authority to make decisions about employment actions, or
(b) The rejection of a sexual advance or request for sexual favors results in a tangible
employment detriment, a loss of a job benefit of the kind described above.
2. Hostile work environment:
Sex harassment may also arise from unwanted conduct which is so severe or persistent that it
creates an intimidating, hostile, or offensive educational or working environment. Conduct may
be physical, verbal or nonverbal. Some situations that have been ruled to constitute such a hostile
environment are:
a) Posting pictures of pornography in employee's cubicles
b) Consistently telling "dirty" jokes or stories where all employees in the work area can hear
them
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c) Tolerating employees who make sexually suggestive remarks about other employees
within earshot of others
d) Allowing peer employees, clients, suppliers, delivery persons, or even customers persist
in unwanted attention, such as asking for dates
e) Allowing the use of derogatory terms with a sexual connotation (e.g., "pussy," "girlie-
man," "player") to be used to describe co-workers
f) Allowing frequent physical contact, even when not sexual
Strategies for Prevention:
There are a number of steps that you can take to reduce the risk of sexual harassment occurring
in your workplace. Although you may not be able to take all of the steps listed below, you should
take as many of them as you can.
1. Adopt a clear sexual harassment policy:
In employee handbook, manager should have a policy devoted to sexual harassment. That policy
should:
a. define sexual harassment
b. state in no uncertain terms that you will not tolerate sexual harassment
c. state that you will discipline or fire any wrongdoers
d. set out a clear procedure for filing sexual harassment complaints
e. state that you will investigate fully any complaint that you receive, and
f. State that you will not tolerate retaliation against anyone who complains about
sexual harassment.
2. Train employees:
At least once a year, conduct training sessions for employees. These sessions should teach
employees what sexual harassment is, explain that employees have a right to a workplace free of
sexual harassment, review your complaint procedure, and encourage employees to use it.
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3. Train supervisors and managers:
At least once a year, conduct training sessions for supervisors and managers that are separate
from the employee sessions. The sessions should educate the managers and supervisors about
sexual harassment and explain how to deal with complaints. To learn more about dealing with
employee complaints.
Sexual Harassment Training Requirements:
1. Monitor your workplace:
Get out among your employees periodically. Talk to them about the work environment. Ask for
their input. Look around the workplace itself. Do you see any offensive posters or notes? Talk to
your supervisors and managers about what is going on. Keep the lines of communication open.
2. Take all complaints seriously:
If someone complains about sexual harassment, act immediately to investigate the complaint. If
the complaint turns out to be valid, your response should be swift and effective. For more about
dealing with employee complaints.
Anyone Can Be Sexually Harassed
Sexual harassment is a gender-neutral offense, at least in theory:
Men can sexually harass women, and women can sexually harass men. However,
statistics show that the overwhelming majority of sexual harassment claims and charges
are brought by women claiming that they were sexually harassed by men.
People of the same sex can also sexually harass each other.
(d) Team Training:
Team training is an organized activity aimed at imparting information and/or
instructions to improve the recipient's performance or to help him or her attain a
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required level of knowledge or skill.
Ten Qualities of an Effective Team Player:
1. Demonstrates reliability
2. Communicates constructively
3. Listens actively
4. Functions as an active participant
5. Shares openly and willingly
6. Cooperates and pitches in to help
7. Exhibits flexibility
8. Shows commitment to the team
9. Works as a problem-solver
10. Treats others in a respectful and supportive manner
Difference between Work Groups and Teams:
Work Groups Teams
Individual accountability Individual and mutual accountability
Come together to share
information and perspectives
Frequently come together for discussion, decision making,
and problem solving, and planning.
Focus on individual goals Focus on team goals
Produce individual work products Produce collective work products
Define individual roles,
responsibilities, and tasks
Define individual roles, responsibilities, and tasks to help
team do its work; often share and rotate them
Concern with one's own outcome
and challenges
Concern with outcomes of everyone and challenges the
team faces
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Purpose, goals, approach to work
shaped by manager
Purpose, goals, approach to work shaped by team leader
with team members
f) Cross Cultural Training
The term "cross cultural training" refers to a variety of different training courses. Each in essence
aims to develop awareness between people where a common cultural framework does not exist.
Cross cultural training approaches:
General Cross Cultural Awareness Training, and
Culture/Country Specific Training.
Cross cultural awareness training:
Cross cultural awareness training deals with the manifestations of culture in the workplace and
has many applications. Its main purpose is to evaluate and constructively tackle the challenges
cross cultural differences can bring to the workplace.
1. Cross Cultural Team Building Training:
It will aim to raise team members' awareness of each other culturally in order to foster mutual
trust, respect and understanding. The result of which will be clearer lines of communication.
2. Cross Cultural Management Training:
It aims to equip management staff with the knowledge and skills to effectively supervise a multi-
cultural staff. Cross cultural awareness training results in a more convivial and understanding
work environment.
3. Cross Cultural Negotiation Training:
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It assists negotiators involved with foreign clients or customers with whom they are discussing
possible terms and conditions.
4. Cultural Diversity Training:
It offers HR staff support in helping them understand their responsibilities to ethnic minority
staff and/or look at ways of nurturing harmonious inter-personal relationships at work.
Culture Specific Training:
It is generally aimed at individuals or teams that regularly visit a foreign country or who
frequently interact with overseas clients or colleagues. Such training usually focuses on areas
such as values, morals, ethics, business practices, and etiquette, protocol or negotiation styles
with reference to one country. This better equips participants with the key skills that will help in
building successful business relationships.
The Benefits of Cross Cultural Training:
1. People Learn About Themselves
2. Encourage Confidence
3. Break Down Barriers
4. Build Trust
5. Motivate
6. Open Horizons
7. Develop Interpersonal Skills
8. Develop Listening Skills
9. People Use Common Ground
10. Career Development
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Training is one of the important activities for any organization. Training helps the employees to
do their work more efficient way. Most of the organizations now understand the important of
training. They understand that the profit comes form organization it will increase if we use
training cost properly. Only giving training is not enough need to evaluate training is also an
important part.
To make a success full training every organization must need to maintain those activities of
training properly. Because for any company to make a perfect training need to have a perfect
Design, Method, Good Environment, Support of the organization. And most important part is
needed to have the idea that the training needs analysis of the organization. After training should
maintain the evaluation procedure of training so that the organization can understand the training
is successful and should continue it.
Those all are the theoretical knowledge what we get form the book. But in real life actually all
this things happen or not that is one of the important think. To related those activity with real life
we have make a survey in PKSF to see the actual activity in organization related with training.
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CHAPTER 3 Findings & Discussion
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We were going to the Palli Karma Sahayak Foundation (PKSF) to know about their Training
System, Training needs Analysis, training Methods, Training Design, Transfer of Training,
Training Evaluation & so on. We talk with the Manager of Human Resource Management
department, Training Designer & Training Coordinator of PKSF. We ask them 20 Questions.
Through their answers we know much information about the PKSF training process. The
answers are given below:
PKSF
Answer: Palli Karma-Sahayak Foundation (PKSF) was established in 1990 by the
Government of Bangladesh as a ‘not-for-profit’ company, registered under the Companies Act
1913/1994. The principal objective of PKSF is to
provide funds to various organizations for their
microcredit programmed with a view to help the poor
who have no land or any credible material possession.
Funds enable them to gain access to resources that
lead to employment opportunities and enhancement of
their livelihood. PKSF has a General Body consisting
of 15 members and a Governing Body comprising of 7 members.
In the last few years, PKSF has spread its focus on non-credit programmed, such as training,
education, health, awareness building, nutrition, direct employment linkages, and marketing
supports with the objective to provide all-inclusive services for the persistent betterment of poor.
Tell us something about your Human Resource Management department.
Answer: Human Resource Department is one of the most important parts of any organization.
This is the department form where the organization can collect most of the effective employees
for their regular activity with production. In PKSF the main job of Human Resource Department
is Mentoring the Training department, Operation of Training, Researches & so on. This
department monitoring all the organization filed work. All types of training activities what is
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necessary for the organization. Most important think is they giving orientation training to every
new employee in PKSF. The impotents of the department is huge than any other department in
PKSF.
The Departments under the Human Resource Management are given below:
1. General Admin
2. Training
3. Auditing
4. Accounts
5. Operations
6. Research
Giving orientation to the new employees
Answer: PKSF is organized where they give most priority to their new employers. They insure
that every new employ must get the orientation training properly. This organization gives
orientation for one month for their new employees. The long time training process makes the
employees comfortable to do their work properly in the organization. The employees get
knowledge about all types activity related to their job post.
They have two types of employees:
Permanent : For them mainly PKSF is organized the orientation program
Project Based: They are working in PKSF in contract to complete a project. So PKSF do
not provide them any orientation training.
Before giving training to the employees organization do TNA ( Training Need
Analysis)
Answer: PKSF is one of the popular and known organizations in Bangladesh. In this
organization giving training to the employees in a proper way is one of the important works. For
that reason before giving training to any employees they first find that the employees actually
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need the training or not. The training will be success if it works effectively and for that reason
this is mandatory in PKSF to find TNA. It is a yearly assessment of PKSF.
The objectives of the training basically
Answer: Basically training objective depends on the basis of training activity. The objective of
the training is to tell about what types of work they have to do.
PKSF arranges training courses for their employees covering wide range of areas, mainly
relating to micro credit operation and management.
Design Trainings in PKSF
Answer: The training courses of PKSF are designed on the basis of the skills, that an employee
is needed for long term organizational development and sustainability in implementing micro
credit and relevant with social involvement for poverty alleviation.
Training provide in the Organization employees
Answer: In 2011 to 2012, PKSF provided training to 3123 employees and the training are
included:
I. Group Dynamic Savings and Microcredit Management
II. Microcredit management for Mid Level officer
III. Supervision and Monitoring
IV. Training and Trainers
V. Accounts keeping and Financial Management
VI. Exposure Visits :
VII. Training for overseas participants
I. Group Dynamic Savings and Microcredit Management: A 4 days long course was
held for the field workers to accelerate group dynamism by enhancing their capacity of
savings and microcredit management. During 2011-2012, a total of 1503 field workers
have been trained on Group Dynamics, Savings and Microcredit Management.
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Microcredit management for Mid Level officer: The main objective of these 5 day
long course is to enhance the theoretical and practical knowledge of the mid level officers
in successful implementation of the microfinance programs. In 2011 to 2012, a total 589
mid level officers have received this training.
II. Supervision and Monitoring: A 3 days long courses was held for the mid level officers,
designed to assist and guide these officials to play a leading role in supervision and
monitoring of the microfinance programs, to help increase the annual income & control
of mismanagement.
III. Training and Trainers: In 2011 to 2012, 120 employees receive TOT training.
IV. Accounts keeping and Financial Management: The participants of this training
program are the branch office Accountant. It has been designed to enhance capabilities
for financial discipline to establish an uniform and standard financial system. In 2011 to
2012 a total of 669 accountants have received training on Accounts keeping and
Financial Management.
V. Exposure Visits: PKSF also organizes overseas exposure visits for the officials in view
of sharing knowledge and experiences with the high performing organizations in different
parts of the world.
VI. Training for overseas participants: PKSF offers training courses and organizes study
visits for microcredit professionals from abroad with a view to promote best practices in
the microfinance sector of Bangladesh as well as in policy exchange.
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Name of the Institution Country Participants
Head of Financial Sector,
Development Secretariat,
Ministry of Finance, Economic
Planning
Rwanda 3
PRAF Pakistan 11
DAIBANG China 2
Microfinance Institute Kyrgyzstan 17
Total Number of Participants 33
Table: List of Foreign Training Participants of PKSF
Organization maintain training in the organization for the new or old employees
Answer: Already it is mandatory for the new employees to attaint one month orientation training
to work properly in the organization. Because PKSF give the new employees Orientation
Training and Common Training on the basis of their duties. So they don’t need to take other
training again. And the old employees get training according to their need.
Suggestion is taken from the employees to continue the training process or not
Answer: Without taking suggestion and without giving respect to the employees the training
become success. To make a proper training the organization must take the suggestion of the
employees. And in PKSF Yes, after doing the analysis, the manager tells to his employee about
his lickings and sends him to the training. It is a yearly assessment. Before sending him in the
training center they ask the opinion of employee. Usually they get positive answers from their
employee, because they want to increase their knowledge.
Only motivation can satisfy the employees
Answer: Motivation is one of the most important parts of any organization to use employee’s
proper way. But it not the only way to satisfy employees, Many employees need more than
motivation. In PKSF they are not only motivated their employees by motivations. Depend on the
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need of employees give motivation and other think. Training is basically a way of improving
employee’s skills. But in some cases its play a role of motivation. Because when we tell about
the employees about their training 90% of them want training & when we give them training
they feel happy. Basically we give bonus, do foreign tour, give promotion for motivating them.
Trainee or employee is maintained in your organization information confidential
Answer: Yes, in our organization employee maintain or information’s keeps secretly. They keep
all information maintained properly and also keep proper take care. Because if any other
competitor known it creates problem for the organizations and they known about the all top
secrete information’s.
In your organization’s for the purpose of training using methods
Answer: The Company follows two types of method:
1. Internal
2. External
1. Internal: When an employee get training by observing other employees task, than it is
called internal training methods. Get training by doing the task.
2. External: This training is given outside the organization. The places that PKSF is
given training to their employees outside the organization are given below:
BARD
BPATC
RDA
World Bank ( for those who are involved in a project in PKSF)
External Methods of training are two types:
Lecture and Discussion
Field Work
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Maintain team, group or individual training
Answer: The employees get internal training individually, but external training in group or team.
And also these organizations like team work prefer most because it gives better result for the
organization.
Minimum to maximum time duration of training in your organization
Answer: Minimum: 3 to 5 days
Maximum: 1 month
In the organization think that orientation the training and it’s so important for the new hire
employee. So, it takes one month to give about all information about the organization. And short
term training for those employee permanent in the organization, they are basically getting this
training.
Availability of Equipments are using in the time of training
Answer: Yes, all equipments are available those equipments are needed for the purpose of the
training use. In this organization those training are providing for the trainee, their all training is
not taken by technically.
A good environment for training
Answer: Training is one of the most important ways to learn anything properly so to do this
work properly need to have a good environment to do work properly. PKSF all time maintain a
good environment for the employees. Because they think that if they did not give a good
environment to the employees then employees did not give anything to the organization. PKSF
try to arrange their most of the training in a U-Shape room.
Higher trainer from outside of the organization
Answer: Yes, if it needed for the employee to increase their KSAs that time no compromise for
the employees.
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Training increase or decrease turnover of the organization?
Answer: In case of PKSF training increases the turnover. Because, after getting the training the
skills of employees are increased more. So, when they get better option than PKSF, they switch
the job.
So PKSF make a rule that, an employee must work for 3 months after getting the training.
Otherwise he will compensate for breaking the rule.
Diversification of employees in your organization is a blessing”.
Answer: For any organization diversity is one of the important parts to shine in market. Of
course this is a blessing, because there is lots of creativity present at a time. Any organization
can improve with good maintain of diversity.
Organization maintain evaluation of training form the trainees
Answer: Yes. PKSF maintain evaluation of training from the trainers. They follow two types of
evaluation process:
Yes / No types
Suggestion types
Are the employees successfully transferring their training to the job?
Answer: 70 % employees transferred 100% to their job. But the rest 30% are not successfully
transferred. So we need to give them training again and again to increase their skills and reduce
their deficiencies’ and also make them better than the other.
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Our Practical
Experiences
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I am Syeda Shotorupa Zafar, ID: 111101192, Section: C, United International University. We
visited Palli Karma-Sahayak Foundation (PKSF) in 28 April 2013 to get about the practical
experiences about PKSF’s training and development process. We do a survey on this topic and
asked 18 Questions on Training and development process to the Human Resource Manager of
PKSF. But collecting the information of Training and Development of this organization is not a
very easy task for us. Because we are totally unknown to them and no organization want to give
their personal information to us so easily. So, we gave them an authorization latter from our
respected Course Instructor of United International University and after that, they permitted us to
get the information.
It was a one hour conversation with the Human Resource Manager of PKSF. At first he gave us
the basic idea about what is PKSF. He told us it is a Non Profit organization which established
in 1990. The objective of PKSF is to provide funds to various organizations for their microcredit
programmed with a view to help the poor who have no land or any credible material ownership.
The main job of Human Resource Department is mentoring the Training department, Operation
of Training, Researches, organization filed work all types of training activities what is necessary
for the organization and most important think is they giving orientation training to every new
employee in PKSF.. Basically training objective depends on the basis of training activity. The
objective of the training is to tell about what types of work they have to do.
Name: Syeda Shotorupa Zafar
ID: 111101192
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PKSF arranges training courses for their employees covering wide range of areas, mainly
relating to micro credit operation and management. The training courses of PKSF are designed
on the basis of the skills, that an employee is needed for long term organizational development
and sustainability in implementing micro credit and relevant with social involvement for poverty
alleviation. But before giving training the organization take suggestion either the employee want
to improve their skills or not. Because according to HR manger of PKSF, training is a skill
improvement process. So 90% employee motivated after getting the training and there strongly
maintain secrecy in case of each and every information the employee give to them. There are two
types of trainings are provided to the employee of PKSF. Internal and External. Internal
trainings are job rotation and monitoring and external training is lecture, discussion and field
work which they provide in BPATC, BARD and RDA. The duration of the training is Minimum
3 to 5 days and Maximum 1 month and they give training to the employee in a U-shape room
where all the necessary equipments are available and they try to hire trainer from outside basis of
the training need of employees. So, before doing training they do training need analysis (TNA)
to their existing employees and they give orientation training to the employee who is absolutely
new. Besides PKSF send their employee for in abroad for the training also. But this training
increase the turnover rate of the organization which is non profit for them. More over in PKSF,
they give Diversify, Cultural, Team training. Because, here work different types of cultural
people. And the organization thinks that, Diversity is a blessing for them because of the huge
combination of creativity. After the training PKSF do Training evaluation, as they think Training
Evaluation is Rational. They follow Yes, No type and Suggestion type Training evolution
process and most of the time the evaluation get a positive result and 70% employee easily
transfer training to the job and 30% are not. So, they give training again to this 30% employee.
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Training is one of the most important part for any organization to Run if properly. We have find
it in text the need, want and important of training. The process and delivery of training and also
the evaluation of training.
This time for our University we got the opportunity to take a survey in any organization and
much the theoretical life with practical life. We are very lucky that we get the opportunity get
survey in one of the most popular Non profitable financial company called PKSF. We went to
the organization so that we can understand that actually the organization really follow the
bookish knowledge or not.
After entering to the organization we actually understand the real life work style. The all group
member of use got very special experience by doing the survey
After interring the organization at first the environment attracts me. Every employees of the
organization are very communicating with the guest of the organization like us interview not
only that the way of their explaining information was very imperative. Though we have did
Name: Taslima Akter Piu
ID: 111101203
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several mistake to asking question but avoiding those they explain us everything what possible to
them. They have explain us the way of they use for giving training to the new and old both
employees. Also explain us the motivation activities and justice of working, maintaining
communication so on
Through this survey we got the idea that what we read or write in University how they inter in
the real life. Though we got sort time for survey but I think we have utilized the time fully. And
the full credit goes to our Course Instructor how gives us such a nice topic and also to the PKSF
employees and Assistant Manager how gives us interview in such a nice way
It has been a great experience to visit Palli karma-Shahak Foundation(PKSF).We have been
gather lots of information about their Training Program. We talked with Md.Kamrul hasan and
Homaera Laizu about their training program. We asked them approximately 20 questions about
training program. They share with us lots of information. We had to know that they have workers
Name: Sadia Bilkis
ID: 11110093133
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like Permanent, project wise, Contructual etc.They usually do orientation training program and
the length of it like minimum 1 month.They follow their customize training design as required
their organization. They do both type of training program can be in their organization and also
can be out of their organization. Out of their organization means some other organization like-
BD LOOK,RDA,BIRd etc.They don’t think training is only motivation tool rather they think
salary bonus also can be tools for motivation. They do TNA through yearly assessment and its
depends on management department of the organization. They prefer team training and they
organize their training room mostly as U-Shaped.They believe training increase employee
turnover. They treat Diversification as blessing and benifited.They believe that trainee always
can transfer their knowledge in the job and do more better performance.they do proper
evaluation procedure and they follow every result shown by evaluation.They do evaluation
through questionaries types yes,no plus suggestions ..They don’t bother about cost and profit
because they are non-profit making organization.
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CHAPTER 4
104
Conclusion & Recommendations
105
Recommendations:
1. It’s determining if training is the best method to achieve the desired changes.
2. Training Need Analysis is most important part of Training. So, need to do it effectively.
3. Learning objectives and outcomes ( Result) of training is identified and specified clearly.
3. Team or trainees should actively involved in the development of the learning program
4. Senior management is committed to about the training process, design, evaluation,
methods and key words..
5. The design of the content and delivery is easier and requires overall behavior changes
clearly
6. Easy to take into explanation culturally conditioned learning styles.
7. Budget of the Training must be clearly identified
8. A company must be concerned about, either the Training achieve the organizational
objectives or not.
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Conclusion
It can be said that PKSF is one of the best Micro Financing Company in our Country. Moreover,
it helps to reduce the poverty and our unemployment problems.
We hope that this company will continue their work with lots of new ideas. And also we are
wishing that they will increase their branches all over the world. In addition, it can be observed
that it creates a lot of employment facilities in our Country. For this reasons, we are proud of this
company.
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References’:
1. Effective Training ,Author –P.Nick .Blanchard,James W. Thancker ,V.Anand
Ram,Eddition-4th
2. http://wiki.answers.com/Q/Whats_the_Definition_of_training_by_various_authors
3. http://www.businessdictionary.com/definition/orientation.html
4. http://humanresources.about.com/od/retention/a/keepnewemployee_3.htm
5. http://www.ehow.com/info_7903095_disadvantages-employee-orientation.html
6. http://www.ehow.com/info_8139085_advantages-employee-orientation.html
7. http://en.wikipedia.org/wiki/Diversity_training
8. http://www.alphameasure.com/diversity_in_the_workplace.html
9. http://www.selfawarenessworkshops.com/2002/diversity-training-10-benefits-of-
workplace-diversity
10. http://www.nolo.com/legal-encyclopedia/preventing-sexual-harassment-workplace-
29851.html
11. http://www.businessdictionary.com/definition/training.html
12. http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html
13. http://www.dummies.com/how-to/content/differences-between-work-groups-and-
teams.html
14. http://www.kwintessential.co.uk/cultural-services/articles/0.html
15. http://www.kwintessential.co.uk/cross-cultural/training.html
16. http://www.president.umd.edu/legal/policies/def.html
17. http://www.ehow.com/info_8302159_five-phases-training-model.html
18. http://education.socialsciencedictionary.com/Learning-and-Performance-
Dictionary/evaluation_phase
19. http://www.cdc.gov/nccdphp/dnpa/socialmarketing/training/pdf/course/Evaluation_5.pdf
20. http://en.wikipedia.org/wiki/Transfer_of_training
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Appendix
109
Palli Karma-Sahayak Foundation (PKSF) is one of the non profitable financial companies in
Bangladesh. To collect data from this organization about their training process we have made
some question. Through book and getting the answer form the Assistant Manager (Admin) Md,
Kamrul Hasan mainly we have complete this report.
We have ask some question to Md, Kamrul Hasan and his accurate answer are given properly.
1. Which types of works are happen in this organization?
Answer: Basically Palli Karma-Sahayak Foundation (PKSF) is a non profitable financial
organization. Our first priority is to reduce poverty form Bangladesh and decrease
unemployment. We giving loan mainly to the rural area people we want to increase their
confident to do something.
2. Did the organization give any orientation to the new employees?
Answer: Yes. This organization always gives a one month orientation to its ever new
employees. It helps them to understand the official work and environment which help them to
smoothly working activity.
3. Did the organization maintain any training for the new or old employees?
Answer: Yes. The new employees get orientation. The old employees are giving training if they
need or the organization thinks that they should give the training to the employees. Basically
new employees are only get orientation. They did not get any training before their job get
permanent (one year at list after joining).
4. Is any suggestion is taken from the employees to continue the training process?
Answer: We ask them about their lacking and problem about work. But the full training process
is taking by the HR department and the experts about training. They did not need any
suggestion to the trainees.
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5. Do you think that training is the only way to motivate employees? Or use anything to
motivate them.
Answer: Only training is never can be the way of motivating employees. Depending on
employees work motivation will vary.
6. Before giving training to the employees, research about the TNA (Training Need Analysis)
of the employees.
Answer: Yes. We first see that actually need it or not.
7. Confidentiality of a trainee or employee is maintained in your organization?
Answer: Every time we try our best to maintain confidentiality with the employees how come
to take training.
8. Which types of methods is use in training in your organization?
Answer: Depend on situation. Most of the time we give seminar to the employees which they
must have to attain.
9. Do you prefer to give team, group or individual training?
Answer: Training is taking in our organization is team base.
10. Do you maintain regular basis training?
Answer: Depend of the project of the organization training is given to the employees. But
regular basis training is not continuing in this organization. In many time after six month of after
one fear training take place but it is not in a regular basis.
11. Is this training is continue in office time of it is count as a overtime?
Answer: Every training is taken in this organization in office hour. Only Just not this
organization tries to help the employees to continue the training as possible.
12. Minimum to maximum time duration of training in your organization?
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13. Answer: the longest training is the orientation of the new employees one month. Other
training what is giving to the old employees those depend on situation will continue three
to five day.
14. Is equipments are available for every trainee in the time of training?
Answer: Yes. It is a big organization so before giving training we make sure that the trainer and
trainee must get everything what they need to fulfill the training.
15. A good environment is maintained in the organization with the trainees.
Answer: Every time we try to maintain a comfortable area to all of the employees so that they
feel good or comfortable to work in hear.
16. Training helps to stop or reduce turnover of the organization?
Answer: No not really. when we give them training we did not give any boundary that after
training you have to work in the organization. So if they get better replacement they can move
from the organization. But most of the employees stay in this organization for the environment
which is very difficult to found in other organization.
17. “Diversification of employees in your organization is a blessing”.
Answer: Yes. We also think that several people work with each other can give something better
than other.
18. Do the organization maintain evaluation of training form the trainees? What types of?
Answer: Basically the evaluation is work as doing work. Extra nothing is take place for
evaluation.
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Photo Album
113
We are with Assistant Manager
(Admin) of Human Resource
Department of PKSF
Md. Kamrul Hasan
E-mail:
m
114
Training Designer of
PKSF
Name: Humaira
Bilkis
