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Employee Growth & Development TrainingEmployee Growth & Development Training
Introduction
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IntroductionIntroduction
Talking of Training we usually mean the dayto day activities that makes the annualtraining calender.
We need to concentrate on the process tobegin with.
Training process should have a clear idea of
where the business is going.So for effective training we have to start with
business basics
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Getting the Basics RightGetting the Basics Right
Alignment
The Key to getting the basics right is making
sure that everybody has the sameunderstanding of the current situation andthat everybody is pulling in the samedirection for the future. Without alignment
no company can make progress and notraining department can provide effectivetraining.
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Getting the Basics RightGetting the Basics Right
Philosophy
A Philosophy is a statement of what the
company stands for. It is a set of values &beliefs by which actions can be judged. Aphilosophy makes it clear whichbehaviours are appropriate and which areunacceptable.
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Getting the Basics RightGetting the Basics Right
Vision
A Vision is a picture where the
organisation wants to be in the future.A vision provides a basis for deciding which
actions should be taken.
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Getting the Basics RightGetting the Basics Right
Goals
Goals are quantitative figures, such as sales,
profit & market share, that are establishedby top management. Goals put the flesh onthe vision. So without goals the vision willremain only a dream.
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Getting the Basics RightGetting the Basics Right
Policies
A policy is a medium to long range course of
action comprising a goal and a strategythat is what & how to do. Strategy isthe means of achieving the goals.
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Getting the Basics RightGetting the Basics Right
Policy Deployment
Policy deployment is the process of ensuring
that the companys policies for QCD areunderstood throughout the company.
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House in orderHouse in order
Now with all the above the company has sethis own house in order and a company
gone to this amount of trouble is verylikely to be committed to training.. Butcommitment without the following is nextto impossible.
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TrainingTraining
Training Mission
Training Philosophy
Training policyTraining Standards
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DefinitionDefinition
Training can be defined as Transfer ofdefined and measurable knowledge or
skill
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Training as part of the businessTraining as part of the business
Needs Training Skill & Knowledge
Training as a system whose boundaries interact with the business
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Training as part of the business
Customer
requirementsAssessment
Business
strategy
Training
Actions
Training as part of the business system
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Overview of the steps of theOverview of the steps of the
training processtraining processIdentify NeedsEvaluate Needs
Select coursesDevelop coursesDetermine workload
Select trainersDevelop trainersCertify trainers
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Overview of the steps of theOverview of the steps of the
training processtraining processIdentify location and resources
Finalize budget
Finalize training planPre-course administration
Prepare course
Deliver courseValidate training
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Overview of the steps of theOverview of the steps of the
training processtraining processPost course administration
Transfer learning
Evaluate trainingRevise courses.
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Check pointsCheck points
Needs analysis & evaluationPilot courses(within course development)
Trainer certificationFinalize budgetFinalize training plan
Course preparationValidate trainingevaluation
The most important checkpoint is evaluating the needs.If we
Identify the needs incorrectly,all else that follow is built on sand.
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ResponsibilityResponsibility
Identify by name, the people responsible forcarrying out each task or step in the
process.
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Continuous improvement of theContinuous improvement of the
processprocessReducing errors.
Reducing cycle time.
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The long-term viewThe long-term view
Having a clear idea of how to delivertraining over a longer period for which a
training strategy provides the long termorientation.
To put the strategy together you shouldhave a vision what training in theorganisation should look like in say 5years
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Identifying Training NeedsIdentifying Training Needs
Businesses today is going through tremendouschange. Todays businesses are known asLearning organization, Global
Organisation,Virtuality dimension etc.Organisation is becoming the new religion; turning
up for work is not enough anymore, giving yourheart and soul to the organisation and feelinggood about this level of involvement is thecurrent message.
So is there still room for us to identify trainingneeds?????
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Characteristics of different types of organisationCharacteristics of different types of organisation
Knowledge organisation More about learning needs than
training needs.
Freer,open ended, creativemethods
More about developing learningskills.
Non-prescriptive.
Letting people find their own
way. Collaborative.
Individual focus.
Scientific Mgt. Organisation Measuring People against a
specific standard.
Closed approach
Prescriptive Telling people their training
needs Organisational, Job focus.
Training needs should be compatible to the type of Organisation
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Process of Identifying Training NeedsProcess of Identifying Training Needs
Generally learning has been taken for granted in organisation
New M/c, New Equipment, new technology is introduced without
Planning either for the learning or the training needs of the
Workers. It is assumed they will pick it up and ultimately itHappens they pick up but how? Trial & error Reinforcement Experiance
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Potential outcome of informal learningPotential outcome of informal learning
People take long time to learn what to do in order to perform their
jobs to an acceptable level. People may not learn the right thing.
People may get inappropriate feedback that encourages them to dotheir jobs in ways the organisation does not intend.
People often cant find ways of doing things differently. People are often unaware of this informal process and are unable
to explain how or what they have changed in their job.
So the question is how does identifying training needs help make
Learning more effective.
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Planning for the futurePlanning for the future
CURRENT
SITUATION VERSUS FUTURE
SITUATION
By comparing these two states you can determine the learning and
Training needs for the organisation and individuals.
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Identifying training needs in practiceIdentifying training needs in practice
Now lets start from the triggers and:
2) Create a clean picture of the likely changes Do these imply
- new system or procedures?- New or revised job responsibilities?- A demand for more people? Decide on the method for gathering information
2) Investigate the difference between the current & future situation Decide on the method for gathering information See what gaps you can identify.
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Identifying training needs in practiceIdentifying training needs in practice
3) Analyse the findings to determine training plans Decide which methods of training will best bring about learning Consider what the training will cost.
Consider how the organisation & the individual will benefit Evaluate the cost of taking no action.
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Brain Storming- PracticalBrain Storming- Practical
To see how this three-step approach works let us place ourselves
In a small manufacturing company.
The trigger for identifying training needs is- the imminentIntroduction of a new product. Our business plan is to sell this
Product to our existing customer base to gauge the impact.
If this goes well we will expand our customer base, winning new
Customers for the company.
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Identifying Training NeedsIdentifying Training Needs
Identification of training needs must contain three types of
Analysis - Organisational Analysis
- Operational Analysis &- Man Analysis
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Organisational AnalysisOrganisational Analysis
This centres primarily upon the determination of the organisations
Goals. Its resources, and allocation of the resources as they relate
To the goal.
The analysis of the Organisational goal establishes the framework
In which, training needs can be defined more clearly.
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Operations AnalysisOperations Analysis
This focuses on the task or job regardless of the employee doing
The job. This analysis determines what the worker must do, the
specific worker behaviour required if the job is to be performed
Effectively.
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Man AnalysisMan Analysis
Review of the Knowledge, attitudes and skills a person in each
Position and determines what knowledge, attitude or skills he/she
Must acquire and what changes he /she should make in his /
Her behaviour, so as to contribute more.
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Responsibility for trainingResponsibility for training
Training is the responsibility of four main groups:- The top management which frames the training policy.- The H.R/Training department which plans, establishes
and evaluates the training process.- HOD/Supervisors who implement & apply developmental
procedures and- Employees who provide feedback, revision & suggestions
for trainings conducted and to be conducted.
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Training Methods/TechniquesTraining Methods/Techniques
On the Job
Vestibule
Demonstration
& Example
Simulation
Apprenticeship
Class room
methods
Other training methods
Associations Audio/Visual Aids
Lectures
Conferences
Role-Playing Programmed Instruction
Classification of Training Methods
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On-the-Job-Training(OJT)On-the-Job-Training(OJT)
Virtually everyone from the President to thepeon gets some OJT.
This is the most common & widely used andaccepted and also most necessary methodof training. Trainees earn as they learnunder the watchful eyes of the trainer.
Types of OJT are Coaching, Job Rotation,Special assessments or committees
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On-the-Job-Training- DemeritsOn-the-Job-Training- Demerits
Instruction is often highly disorganisedand haphazard.
Low productivity especially when theemployee is unable to fully develop hisskill.
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Job Instruction Training(JIT)Job Instruction Training(JIT)
Very popular in the U.S for preparingsupervisors to train operatives. This is also
known as step by step learning.JIT process begins with preparation of of the
trainee for instruction, presentation of theinstructions, having the trainee try out the
job, questions, feedback and follow-up.
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Vestibule TrainingVestibule Training
This method attempts to duplicate in the jobsituations in a company classroom. This
helps trainee to concentrate on learning thenew skill rather than actually performingthe job. This is a efficient method fortraining semi-skilled manpower,
particularly when many employees have tobe trained for the same kind of job.
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Training by supervisorsTraining by supervisors
Training is given by the workers immediatesupervisors. This helps the trainee know theirimmediate boss and vice versa. The supervisor
gets the opportunity to judge the trainee withregards job performance.
The success of this method depends on theexperience of the supervisor. Moreover
supervisors should be given some kind ofincentive for training down the line. They shouldalso know the training needs of the trainees.
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simulationsimulation
Simulation is a technique which duplicates,as nearly as possible, the actual conditions
encountered on a job.Simulation technique is most widely used in
aeronautical industry.
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Class room or off the JobClass room or off the Job
methodsmethodsOff the Job training simply means that
training is not a part of everyday jobactivity.
The methods consist of :3. Lectures
4. Conferences
5. Group Discussions
6. Case Study7. Role Playing
8. Programme Instruction
9. T-Group Training.
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Evaluation of Training &Evaluation of Training &
developmentdevelopmentWhy do we need evaluation of training?
?
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Evaluation of Training &Evaluation of Training &
developmentdevelopmentObjective of training evaluation is to determine the
ability of the trainee in the training program toperform jobs or improvise jobs for which he is
trained.
To find out the training deficiencies.
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Evaluation of Training &Evaluation of Training &
developmentdevelopmentTypes of information gathered has to be grouped into
categories.
Kirkpatrick(1959) proposed these four levels and can beconsidered as a frame work.
Reaction: assessing the trainees reaction to theprogram
Learning : measuring the learning of principles, facts,skills & attitudes.
Behaviour: measuring changes in aspect of JobPerformance Results : assessing in criteria of organisational
effectiveness.
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Evaluation of Training &Evaluation of Training &
development- Reactiondevelopment- ReactionReactions of the trainees fall into two main
categories
? Whether they liked the training given.
? Whether they think they can use some of it.
These information can be gathered during or afterthe training activity and can be used to meet
To improve the quality of the program To make sure that they enjoy it
To focus on the utility of what is being learned
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Evaluation of Training &Evaluation of Training &
development- Learningdevelopment- LearningThe assessment of the amount of learning during the
training can provide useful evaluative information. Thegain in knowledge or skill made by the trainee is an
estimate of the efficiency of the learning situation ortraining.
The purpose in evaluating learning are as follows:
To improve the quality of the programme
Check that they have learned enough to do the job.
To predict the future use of learning as behaviourchange.
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Evaluation of Training &Evaluation of Training &
development- behaviourdevelopment- behaviourThe third level in this hierarchy is the assessment of
whether levels of performance has improved.
The purpose for evaluating changes in behaviour and these
imply different kinds of evidence. Did the programme meet the identified needs.
Increased effectiveness as a result of the programme.
To identify blocks to changes in behaviour.
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Evaluation of Training &Evaluation of Training &
developmentdevelopmentGathering of information required for evaluation
can be done through
Questionnaires or structured interviews
Use of experimental & control groups
Longitudinal or time series analysis.
Pre and post tests
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Why Training fails?Why Training fails?
The main reasons or factors for failure of Training are:
The benefits of training are not clear to the topmanagement.
The top management hardly rewards supervisors forcarrying out effective training.
The top management rarely plans & budgetssystematically for training.
The middle management, without incentive from topmanagement, does not account for training in productionscheduling
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Why Training fails?Why Training fails?
Without proper scheduling from the top, first linesupervisors have difficulty in production norms, ifemployees are attending training.
Behavioural objectives are often not precise.Mismatch between actual training and actual
practice. Difficulty is knowing about external training
program in time. External trainers provide limited counselling tothe rest of the organisation.
BUT THE MOST IMPORTANT IS IF, THE TRAINING NEEDS
ARE NOT IDENTIFIED SCIENTIFICALLY.
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Improving effectiveness ofImproving effectiveness of
TrainingTraining Specific training objectives should be outlinedon the basis of the type of performance required toachieve the organisational goals & objectives.
Should find out, if the trainee has theintelligence, maturity & innovation to successfullycomplete the training. The training needs should be explained to the
trainee and also should explain the benefits oftraining. The training should be planned keeping in mindthe trainees previous experience & background.
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Improving effectiveness ofImproving effectiveness of
TrainingTraining Attempt should be made to create organisationalcondition that are conducive to a good learningenvironment.
If required a combination of training method should beselected.
flexibility should be allowed in judging the rate ofprogress in training programmes as all trainees do notprogress at the same rate.
If possible, the personal involvement or activeparticipation of the trainee should be got in the trainingprogramme. Opportunity should be provided to practise thenewly needed behaviour norms.
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Improving effectiveness ofImproving effectiveness of
TrainingTraining A trainee should be rewarded when he/sheapplies the new knowledge, skills or attitude in jobsituations.
The trainee should be provided with regular,constructive feedbacks regarding his progress.
The trainee should be provided with personalassistance when he faces difficulties or heencounters learning obstacles.
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ConclusionConclusionIn conclusion :
- Train people to understand the demands andrequirements of their job.
- Teach people to understand the market and their
customers.- Train people to make the best use of internal andexternal systems and
procedures to meet customer demands.
- Train people to get the most out of IT systems and
associated hardware andsoftware programmes.
- Teach people to understand the fundamentalprinciples of marketing.
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ConclusionConclusion- Relate training programmes to the everyday demands of thebusiness.
- Train people to know what happens in other divisions andsections and who to deal with to resolve problems.
- Train people to understand the responsibilities and demands ofthe position above them.
- Train and motivate people to succeed with the possibility ofpromotion
- Train supervisors, junior and middle managers to get the bestout of their team.
- Encourage a programme of continuous professionaldevelopment (CPD).
- Allow employees time and support to pursue academic,vocational and professional courses.
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ConclusionConclusion
As the Greek philosopher Aristotle suggested,Excellence is an art won by training and habituation.We do not act rightly because we have virtue
or excellence, but we rather have those because wehave acted rightly. We are what we repeatedly
do. Excellence, then, is not an act but a habit.
(Aristotle (384 322BC), Greek critic, philosopher,physicist, & zoologist)
THANK YOU