32808023 Training and Development

7/27/2019 32808023 Training and Development

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TRAINING

&

DEVELOPMENT

Training is expensive. Without

training it is more expensive

Nehru


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If you wish to plan for a year, sow seeds;

If you wish to plan for years, plant trees;

If you wish to plan for a life time, develop

men.

- Chinese proverb


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Learning

Learning is a relatively permanent change

in behavior that results from direct or

indirect experience.


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Learning organization

Learning organizations are firms that recognizethe critical importance of continuous performance-

related. Training take appropriate action. They areone whose employees continuously attempt tolearn new things & to use what they learn toimprove product or service quality. The mostimportant thing in learning is that all managers

should understand the basic purposes andprocesses of both. Training also recognize the roleof learning theory in Training.


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Teaching and LearningTeaching is something one person does to another

Learning is something one can only do for himself/ herself.

Teaching Learning

Involves: Involves:

Telling - grasp the subject, mentallyor physically

Explaining - translates it into words oractions that make sense to them

Demonstrating - locates it alongside the otherthings they know or can do

Discussing - does something with theirnew-found knowledge to make it

their own


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Training

Training is the organized procedure by

which people learn knowledge and/ or skill

for a definite purpose by Dale S. Beach


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TRAINING

Training seeks a relatively permanent

change in an individual that will improve

his/ her ability to perform on the job. It

involves changing of

Skills

Attitude

Knowledge


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Features of Training

Training objectives are tied to organizationsbusiness objectives.

Training is modular so it can be adapted to

workplace schedules.Training is tailored to trainee needs and learningstyles.

Training structure allows employees to learn attheir own pace.

Trainees are provided regular, ongoing feedbackconcerning their progress while in the training

program.


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Challenges in Training

Upgrading employees' performance and improving theirskills through training is a necessity in today's competitiveenvironment. The training process brings with it manyquestions that managers must answer. Included in these

questions are: Is training the solution to the problems? Arethe goals of training clear and realistic? Is training a goodinvestment? Will the training work?

Is Training the Solution?

Are the Goals Clear and Realistic?Is Training a Good Investment?

Will Training Work?


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Need for training

Training and Development need = standardperformanceActual performance.

Training is needed to serve the following purpose:1. Newly recruited employees require training so as to

perform their tasks effectively.

2. Training is necessary to prepare existing employees

for higher-level jobs (promotion).3. Existing employees require refresher training so as

to keep abreast of the latest developments in joboperations. In the face of rapid technologicalchanges, this is an absolute necessity.


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4. Training is necessary when a person moves fromone job to another (transfer). After training theemployee can change jobs, quickly, improve his

performance levels and achieve career goalscomfortably.

5. Training is necessary to make employees mobileand versatile.

6. Training is needed to bridge the gap between what

the employee has and what the job demands.7. Training is needed for employees to gain

acceptance from peers.


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Elements of Training

Identifying training needs

Designing and delivering training to meet

those needsPlanning, organizing, recording and

monitoring the training that takes place

Evaluating the effectiveness of training


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DEVELOPMENT

More future oriented and more concernedwith education than is training.Management Development activities

attempt to instill sound reasoning processesto enhance ones ability to understand andinterpret knowledge.

It focuses on the personal growth & onAnalytical

Conceptual

Human

Skills


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Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in

an individual

It aims to develop the total personality

of executivesTraining is one-shot affair It is a continuous process

The initiative for training comes from

the mgt.

The initiative is from the individual

himself/ herself

It is mostly the result of some outside

motivation

It is the result of internal motivation

It is a preparation to meet the present

needs of an employee

It is a preparation to meet the future

needs of the executive

It is a reactive process It is a pro-active process


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Approaches of Training (current

trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt. Training in company specifics

Training through case study methods Training through real problems, action

learning

Stress on individual Stress on team, company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned

investment playing rich dividends

Simple training, evaluation at the end

of the program

Training evaluation on the job by the

line manager after training.


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Benefits of Internal / External

Training

External factors of

Training

Technological

Advances

Organizational Complexity

Job Requirements

Top management

support

Learning principles

Personnel functions

Internal purpose of

Training

Improved productivity

Prevention of

obsolescence

Preparation for

Higher level jobs

Improved moral

T

R

A

I

NI

N

G


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Importance of Training

Increase in productivity

Better and economical use of Materials and

equipments

Reduced supervision and direction

High morale

Fill manpower needs

Increasing organizational stability and flexibility

Standardization


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Reduced learning time

Better industrial relations

Reduced accidentsBetter management

Versatility and adaptability


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Factors to be kept in mind before

conducting training

Number of employees experiencing skilldeficiency: Number of employees supposed to betrained.

Severity of skill deficiency: What are the cons oradvantages that are being faced by theorganization due to absence of that skill?

Importance of skill: How important is skill to bepossessed by workforce.

Extent to which skill can be improved withTraining: Would there be real difference in skilllevel in case the training program is conducted.


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Trainees and Trainers

Who are the trainees?

Should be selected on the basis of self

nominationRecommendations of supervisors

Recommendation by HR department


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Who are the trainers?

Immediate supervisors

Co-workersMembers of the HR staff

Specialists in other parts of the company

Outside consultants

Industry associations

Faculty members at universities


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Training Process

Step1Organizational objectives and strategies

Step2Assessment of training needs

Step3Establishment of training goalsStep4Devising training program

Step5Implementation of training program

Step6Evaluation of results


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Step 1- Organizational objectives andstrategies


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Step 2: Assessment of training needs

Individual level

Group levelNeed assessment methods

Determining training needs

Benefits of training needs assessment


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Need assessment methods:

Group or organizational

analysis

Individual analysis

Organizational goals and objectives Performance appraisal

Personnel / skill inventories Work sampling

Organizational climate indices Interviews

Efficiency indices Questionnaires, attitude survey

Exit interviews Training progress rating scales

MBO or work planning systems Observation of behaviors

Quality circles

Customer survey satisfaction data

Consideration of current and

projected changes


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Determining Training Needs:

Self-assessments

Company records

Customer complaints

New Technology

Employee grievances

Interviews with managers Customer satisfaction surveys

Observation


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Benefits of training needs assessment:

1. Trainers may be informed about the broaderneeds of the training group and their sponsoringorganization

2. The sponsoring organizations are able to reducethe perception gap between the participant andhis or her boss about their needs andexpectations from the training program

3. Trainers are able to pitch course inputs closer tothe specific needs of the participants.


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Step 3Establishment of training goals


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Step 4Devising or designing training anddevelopment program

Every training and development program mustaddress certain vital issues:

1. Who participates in the program?

2. Who are the trainers?

3. What methods and techniques are to be used for

training?4. What should be the level of training?

5. What learning principles are needed?

6. Where is the program conducted?


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Step 5

Implementation of trainingprogram


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Step 6Evaluation of results


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Responsible for Training

Top MgmtFrames the Training policy

HR Deptplans, establishes and evaluates

Supervisorsimplement and apply developmentprocedure

Employees provide feedback, revision andsuggestions


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WHY T & D

No one is a perfect fit at the time of hiring

and some training & development must take

place.

Planned development programs will return

values to the organization in terms of :

increased productivity

reduced costs

Morale

Flexibility to adapt to changing requirements


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Moulds employees attitude

Helps them achieve better co-operation

Creates greater loyalty to the organizationReduces wastage and spoilage

Reduces constant supervision

Improves quality


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AndragogyAdult learning

Andragogy is the art and science of helpingadults to learn.

Technologies of adult learning flow whichhave been taken care of in the trainingsystem are as follows:

The learning climate

Diagnosis of needsThe planning process

Experimental techniques

The timing of learning


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Importance of executive

development program

For any business, development is an investment inthe long run.

Developmental efforts help executives to realizetheir own career goals and aspirations in a plannedway.

Executives can show superior performance on thejob.

Executive development programs help managers

to broader their outlook.The special courses, projects, committee,assignments, job rotation and other exercises helpmanagers to have a feel of how to discharge their

duties without rubbing people the wrong way.


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Steps in organization of an

Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs


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DEVELOPMENT PROGRAMS

Decision making: In basket

skills Business games

Case studies

Interpersonal: Role play

skills Sensitivity training

Organizational: Job Rotation

Knowledge


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Job knowledge: On-the-job experience

Coaching

Understudy

General knowledge: Special courses

Special meetings

Specific readings

Off-the-job: ConferenceLectures

Group discussion

Programmed instruction


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Decision making skills

In basket: In this method the participant isgiven a number of business papers such asmemoranda, reports and telephone

messages that would typically cross amanager's desk. The papers presented in noparticular sequence, call for actions rangingfrom urgent to routine handling. Theparticipant is required to act on theinformation contained in these papers.


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Case study: This is a training method that

employs simulated business problems for

trainees to solve. The individual is expectedto study the information in the case and

make decisions based on the situation.

Business games: Simulation that represent

actual business situations are known as

business games. These simulations attemptto duplicate selected factors in a specific

situation, which are then manipulated by the

participants.


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Interpersonal skills

A manager can achieve results only when he

is able to put individuals on the right track.

He must interact with people actively and

make them work unitedly.

Role play: This is a technique in which

some problemreal or imaginary

involving human interaction is presentedand then spontaneously acted out.


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Sensitivity training: This is a method of

changing behavior through unstructured

group interaction. In sensitivity training,the actual technique employed is training

group. It is a small group of ten to twelve

people assisted by a professional behavioralscientist who acts as a trainer for the group.

There is no specified agenda. He merely

creates the opportunity for group members

to express their ideas and feeling freely.


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Organizational knowledge

In addition to job knowledge, managers

should also poses knowledge of various

jobs, products, markets, finance creditors of

the organization, etc.

Job Rotation: The transferring of executives

from job to job and from one department to

another department in a systematic manner

is called job rotation.


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Job Knowledge

On-the-job experience: On-the-job techniques are

most widely used. No other technique may interest

the trainee so much as the location of the learner is

not an artificial one.Coaching: In coaching, the trainee is placed under

a particular supervisor who acts as an instructor

and teaches job knowledge and skills to the

trainee. He tells him what he wants him to do, how

it can be done and follows up while it is being

done and corrects errors.


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Understudy: An understudy is a person who

is in training to assume at a future time, the

full responsibility of the position currently

held by his or her superior.


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General knowledge

Special courses: Special courses- like theworkshops or executive development programsorganized by the institutes, universities and

collegeshelp the trainees to acquire generalknowledge.

Special meetings: Special meetings organized inconsumers Forums, Voluntary Organizations, etc.,

help the trainees develop their general knowledge.Special readings: Specific articles published byvarious journals, specific portions of important

books are provided to the trainees to improve their

general knowledge.


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Off-the-job Methods

Conference: The conference method isanother commonly used method ofexecutive development. Topics such as

relations, safety education, customerrelations, sales training, are often discussed,debated, spoken about at conferencesspecially organized and designed for thepurpose.

Lectures: Lectures are formal presentationson a topic by an experienced and

knowledgeable person.


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Classification of Training

Training

On the job training Off the job training


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Methods of training

On-the job

- Job Instruction Training (JIT)

- Coaching- Mentoring

- Job rotation

- Apprenticeship

- Committee assignments


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Off-the job

- Vestibule training

- Role playing- Lecture method

- Conference/ discussion approach


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JIT

Four steps followed in this method are:

The trainee receives an overview of the job, its purposeand its desired outcomes, with a clear focus on therelevance of training

The trainer demonstrates the job in order to give theemployee a model to copy. The trainer shows a right wayto handle the job

Next, the employee is permitted to copy the trainer's way.

Demonstrations by the trainer and practice by the traineeare repeated until the trainee masters the right way tohandle the job

Finally, the employee does the job independently withoutsupervision


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Coaching

Coaching is a kind of daily training feedback

given to employees by immediate

supervisors. It involves a continuous

process of learning by doing. It may be

defined as an informal, unplanned training

and development activity provided by

supervisors and peers.


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- Psychological functions

1. Role modeling

2. Acceptance and confirmation3. Counseling

4. Friendship


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Job Rotation

Merits and Demerits

Merits

Improves participants job skills, job

satisfaction

Provides valuable opportunities to

network within the organization

Offers faster promotions and higher

salaries to quick learners

Lateral transfers may be beneficial in

rekindling enthusiasm and developing

new talents

Demerits

Increased workload for

participants

Constant job change may produce

stress and anxiety.

Costs may shoot up when trainees

commit mistakes


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Apprenticeship

Apprentices are trainees who spend a

prescribed amount of time working with an

experienced guide, coach or trainer.

Coaching, assistantship and internships are

similar to apprenticeship training.


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Committee assignments

In this method, trainees are asked to solve

an actual organizational problem. The

trainees have to work together and offer

solution to the problem.


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Off-the job

- Vestibule/ simulation training

- Role playing- Lecture method

- Conference/ discussion approach


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Evaluation of training program

Reactions

Learning

Job behaviorEffect on organization


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Methods of Evaluation

Questionnaires

Tests

InterviewsStudies

Feedback


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Levels of performance

Level 1- Implementationdoing things well

Level 2Improvingdoing things better

Level 3Innovatingdoing new and betterthings


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Level 1- Implementing

Model 1Adheringis learning to carry out

basic tasks correctly.

Model 2Adaptingmay need to bend the rules

slightly and make adjustments to procedures inorder to make things work better.

Model 3Relatingthis involves learning to

understand why things have been set up the waythey have and why procedures work as they do as

well as appreciating what needs to be done.


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Knowledge Management

Individual Knowledge is defined as the

capacity to act.

Four characteristics of Knowledge are:Tacit

Action-oriented

Supported by rulesConstantly changing


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Organizational Knowledge: What it knows, and

how fast it can know something new.

Organizational memory: An explicit, disembodied,

persistent representation of the knowledge andinformation in the organization.

Knowledge management: A systematic and

organized attempt to generate knowledge withinan organization to transform its ability to store and

use knowledge for improving performance.


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Types of knowledge

Tacit: something not easily visible and

expressible. Furthermore, tacit knowledge is

deeply rooted in an individuals action and

experience, as well as in the ideals, values,

or emotion he or she embraces.


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Explicit knowledge: is knowledgethat has

been or can be articulated, codified, and

storedin certain media. It can be readily

transmitted to others. The information

contained in encyclopedias are good

examples of explicit knowledge.
http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Articulationhttp://en.wikipedia.org/wiki/Data_storagehttp://en.wikipedia.org/wiki/Storage_mediahttp://en.wikipedia.org/wiki/Storage_mediahttp://en.wikipedia.org/wiki/Data_storagehttp://en.wikipedia.org/wiki/Articulationhttp://en.wikipedia.org/wiki/Knowledge


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Steps in Knowledge Management

Specifying knowledge goals

Knowledge identification

Knowledge acquisition

Knowledge development

Knowledge transfer

Knowledge application

Knowledge preservation

Knowledge assessment

Documents

32808023 Training and Development