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EMPOLYEE TRAINING
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Meaning and Definition
Training is the act of increasing the
knowledge and skill of an employee for doinga particular job
Training provides technical skills andknowledge for a definite purpose
Michael Jucious, training is any process bywhich the aptitudes, skills and abilities ofemployees to perform specific jobs areincreased.
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Training
Pts of distg Development Training Education
1. NatureP
ractical Theoretical Both2. Contents Job-related General Career-
oriented
3. Participants Non- Both Managers
managers
4. Duration Short Long Continuous
5. Cost paid By the By the Govt. By both
employer and individual
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Benefits of Training To Organisation
Leads towards more positive attitudes towards profitorientation
Improves the job knowledge and skills at all levels ofthe organisation
Improves the moral of the workforce
Helps people identify with organisational goals
Helps create a better corporate image Fosters authenticity, openness and trust
Improves the relationship between boss andsubordinate
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Benefits of Training To Organisation
Helps to prepare guidelines for work
Aids in understanding and carrying outorganisational policies
Organisation gets more effective decision-making
and problem solving
Aids in developing leadership skill, motivation,loyalty, better attitudes, and other aspects that
successful workers and managers usually display
Aids in increasing productivity and work quality
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Benefits of Training To Organisation
Helps keep cost down in many areas, like
production, personnel, administration, etc. Develops a sense of responsibility to the
organisation for being competent and knowledgeable
Creates an appropriate climate for growth,
communication
Helps employees adjust to change
Aids in handling conflict, thereby helping to prevent
stress and tension
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Benefits of Training ToIndividual Employees
Helps the individual in better decisions and effectiveproblem solving
Through training and development, motivationalvariables of recognition, achievement, growth,responsibility and advancement are internalised andoperational
Aids in encouraging and achieving self-developmentand self-confidence
Helps a person handle stress, tension, frustrationand conflict
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Benefits of Training ToIndividual Employees
Provides information for improving leadership
knowledge, communication skills andattitudes
Increases job satisfaction and recognition
Provides the trainee an avenue for growth
and understanding the future needs Develops a sense of growth in learning
Helps eliminate fear in attempting new tasks
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Benefits of Training ToIntra andIntergroup Relations andPolicyImplementation
Improves communication between groups and individuals
Orientation for new employees and those taking new jobs
through transfer and promotion Information on governmental laws and administrative
policies
Improves interpersonal skills
Make organisational policies, rules and regulations viable Improves morale
Builds cohesiveness in groups
Provide a good climate for learning, growth and
co-ordination
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Focus Areas
Leadership Development
Customer Awareness
Employee involvement /Motivation
Innovation
Process improvement
Change management.
Cross cultural awareness
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Stages in Training
Stage I Stage II Stage III Stage IVNeed
Assessment Program
DesignImplementation Evaluation
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Stage IAssessment of Training Needs
Organisational Analysis Departmental Analysis
Job/Role Analysis
Employee Analysis
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Assessment Methods
Organisational requirements/weakness
Departmental requirements/weakness
Job specifications and employee specifications
Identifying specific problems
Anticipating future problems
Management requests
Observations
Interviews Group conferences
Questionaire surveys
Test or Examinations
Checklists
Performance appraisals
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Training content for Different
Categories of Employees
Supervisory Training
Sales Training Clerical Training
Learning and teaching
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Stage II
Designing the Training Programme
Who are
the Trainees
Who are
the Trainers
What methods
And
Techniques
What should
Be theLevel of
Training
What
PrinciplesOf
learning
Where to
ConductThe
Programme
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Learning Principles
Employee Motivation
Recognition of individual differences
Practice opportunities
Reinforcement
Knowledge of Results
Goals
Schedule of Learning Meaning of Material
Transfer of Learning
Individual Differences
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Characteristics of Training
Adaptability
Sincerity Sense of Humor
Interest
Clear Instructions Individual Assistance
Enthusiasm
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Techniques/Methods of TrainingImportant techniques of
Training
Off-the-jobstechniques
On-the-jobstechniques
Coaching/Counseling
Job Rotation
Apprenticeship
1962
On-the -job
Classroom Method
Programmedinstruction
Role Plays
Internship
Business game
Sensitivity training
Simulation/Vestibule
Incident
Conference/Discussion
Lectures
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Training Aids
Films, Slides, Projectors, Movies, Stills.
Charts, Graphs, flash cards, Flannel Boards,pictograms
Pamphlets, Brochures, Handbooks, Manuals.
Libraries and readings rooms.
Teaching Machines, closed circuit TV
Exhibits, posters and displays.
Notice boards, bulletins boards, enlarged drawings
Cartoons, comic books, books.
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Evaluation of Training Programme
Reactions
Learning Job behavior
Organisation
Ultimate Value
General observations
Performance test
Cost-value Relationship
Feedback
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Training
Evaluation
In evaluating training programme, measures of change fall out
four categories: Reaction: how do participants feel about the programme?
Learning: to what extent the trainees learned what wastaught to them?
Behavior: what on-the-job changes in behavior occurbecause of attendance at the programme?
Results: to what extent have cost-related behavioraloutcomes (e.g. quantity & quality improvement, absenteeismreduction, etc.) resulted from the training?
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Special Aspects of Training
Orientation Training
Basic Skills Training Team Training
Diversity Training
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E-Learning
Is the use of Internet or an organisationalintranet to conduct training on-line. Many
organisations use e-learning.
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Barriers to Effective Training
Management Commitment is lacking and
uneven Aggregate Spending on Training is
Inadequate
Gap between Educational and Operatiopnal
Skills
Poaching of Trained employees
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Training at Godrej
GALLOP structured organised Inductionprogramme, rotated between deptts. Hands on
experience in rural markets
The Young Executive Board (YEB): similar to boardof Directors, access to all informationdocumentation- strategy, OD, Bottoms-up approach.
Mentoring by Business Leaders: by senior mgt. forprofessional knowledge.
Reverse Mentoring: CEO and Senior Mgt. learntfrom junior staff. Adi Godrej- IT
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Training at Godrej
Reverse Mentoring: 2001 , Godrej Agrovet- 8member team called Red and Blue teams of young
employees- aim to come up with recommendationsand strategies for future growth of their divisions, in3-4 months they present the plan to a 3rd team calledPlum Team of senior managers of respectivebusiness and they take the best suggessions.
Spark: :Train the Trainers programmes formanagers to become successful coaches. A Delhibased HR Consultants conducted this programme.
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Training at Godrej
E-gyan :2002- self learning initiative Satyam
Education Services Ltd. was the content provider for
e-gyan an online quiz was conducted for gyan
parivartan through the use of personal computers.
Interpersonal Effectiveness and Negotiation Skills
conducted in Jan 2003 for officer level to understand
the commercial negotiation for a good business deal.
English Learning training for workers was conducted
in 2003 they took instructions in Hindi and Marathi.
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Training at Godrej
BPO Training- upstream training for call
centre at Lawkim in- house training
Drawbacks:
No measurement of techniques and its
effectiveness
Lot of time involved