Training & development

Training & Development. Amit's

Sr.

No.

Particular Page No.

1. Introduction. 2.

2. Object of Training. 4.

3. Identify Training Need. 6.

4. Training & Development has competitive advantage. 8.

5. Benefits of Training. 9.

6. Training Methods. 10.

7. Implementation of training Programme. 15.

8. Evaluation of Programme. 16.

9. E-Learning. 17.

10. E-learning Advantage & Disadvantages. 18.

11. How to make training effective. 19.

12. Summary. 20.

INDEX INDEX

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TRAINING AND DEVELOPMENT

Learning Objectives

After reading this Project, you should be able to:

Understanding the nature and importance of training and development and

identify the various inputs that should go into any such programme.

Important Methods & Benefits of Training & Development

Delineate the different stages in a training and development programme and

describe each step.

Understanding the need for and the ways of training for international

assignments

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INTRODUCTION

Today Human Resources are significant factor of any organization. Mostly

service organization like Bank & Insurance companies success depends upon quality

& quantity of Human resources because people have taken on an even more central

role in building a firm's competitive advantage. Organization can achieved sustained

competitive advantage through providing appropriate training & education to their

employees. Therefore Training & Development programmed is very significant to

any organization.

Origin: -

The beginning of training could trace to the Stone Age when people started

transferring knowledge through signs and deeds to others. Vocational training started

during the Industrial Revolution when apprentices were provided direct instructions in

the operation of machines. Training and development is increasingly recognized, now,

as a most important organizational activity. Rapid technological changes require

newer skills and knowledge in many areas. Training has to be continuously offered to

keep employees updated and effective.

There are some who believe that training has necessarily been given undue

importance and that the experience on-the-job is good enough to develop necessary

skills and efficiency to perform the job. It is true that training cannot entirely

substitute experience, but it has certain definite advantages over it.

1. Training unlike experience can shorten the time required to reach maximum

efficiency.

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2. Cost of training is much less than the cost of gaining experience particularly if

one is dealing with expensive equipment.

3. The results of experience can sometimes be accidental, particularly when

experience depends solely on trial and error.

4. The element of predictability is far less when compared to the outcome of a

well conceived and conducted training programme.

5. Clear description of performance problem.

6. Frequent feedback to measure the progress of learners/participants.

Definition:

"It is attempt to improve current or future employee performance by increasing an

employees ability to perform through learning usually by changing employees attitude

or increasing his or her skill & knowledge"

-Shirley Bosky

"Training & Development is a one of the significant technique to encourage employee

to take interest in his work by developing skill & knowledge which will definitely

reflects in organizational profits."

"Training & Development refer to those specific learning opportunity designed to

help employees grow."

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Training & development need arise to fulfill the gap between standard

performance of employee & actual performance. Where the employee is lacking or

behind in his work. Extreme supervision on employees works help to decide degree

of training & Development programmes.

People often confuse with the Training and Education. But both are different in some

points as follows.

Training Education

Application Method. Theoretical Orientation.

Job Experience. Classroom Training

Specific Task. General Concept.

Narrow Perspective Broad Perspective.

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OBJECTIVES OF TRAINING

The objectives of training according to the employees belonging to different

levels of organizations. The basic objective of training, however, is to establish a

match between employee and his job. This training is designed to improve

knowledge, skills, and attitude and, thus equip the individual to be more effective in

his present job or prepare him for a future assignment. However, individual’s growth

should not be taken as an end. From the point of view of an organization individual

growth is a means to organizational effectiveness. The viability depends on the

efficiency that an organization achieves in meeting its goals.

Induction

Training constitutes a significant step in the induction of the individual into the

company’s way of life. Its helps the employee to know the company’s culture,

structure, relationship’s role, policies and rules of the organizations. The basic idea

is to take relatively young people and expose them to the various departments and

functions of the organization to help them to know the organization better. At the

end of this period, either the trainees are placed in a specific department or they

are allowed to choose.

Updating

A significant objective of training is to prevent the obsolescence of the employees

by updating their skills and knowledge. The jobs that employees have been doing

are not static. They change, sometimes, without the necessary awareness. For

example, introduction of computers has changes job substantially. So the training

becomes necessary to update them, to reach the newer skills and their efficiency

does not suffer because of lack of understanding of the new technology.

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Preparing for Future Assignments

One of the objects of the training is to provide an employee an opportunity to

climb up the promotional ladder. There are two ways to do this, One, people with

potential can be identified and sent to appropriate training programmes to prepare

them for future positions. The other could be to train them for the next level and

wait for the opportunity to absorb them. Another variation of this could be that an

employee is promoted and then sent for training. In all cases, it helps an

organization to have trained manpower available as and when needed.

Competence

Organizations, which have stagnated for long, need to identify certain individuals

who are creative and show potential for innovation and sent them to special

training programmes designed to realize the new competencies. These

programmes do not necessarily meet the job related requirements but are designed

to induce certain special talents. Programmes on creativity, innovativeness, and the

like are now offered by many agencies.

Designing Training & Development Programmes: -

Who are Trainees?

Who are Trainers?

What methods & Techniques?

What should be level of training?

What is the Principle of Learning?

Where to conduct programmes?

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IDENTIFYING TRAINING NEEDS

Identifying training needs is a process that involves establishing areas where

employees lack skill, knowledge, and ability in effectively performing the job and

also identifying organizational constraints that are creating road blocks in the

performance.

Organizational Analysis

The analysis would help identify deficiencies and mechanisms that would be

needed to make adjustments in those deficiencies. This analysis begins with an

understanding of short-term and long-term goals of the organizations, as a whole,

and for each department specifically. This would help to identify what capacities

are needed to fulfill these goals.

Task Analysis

This involves a detailed analysis of various components of jobs, and how they are

performed. Analysis of tasks would indicate whether tasks have changed over

period of time and whether employees have adequate skill in performing these

tasks.

Man Analysis

The focus is on employee’s skills abilities, knowledge, and attitude. Of the three,

this is a more complex component because of difficulties in assessing human

contribution. Generally such indicators as production data, meeting deadlines,

quality of performance, personal data such as work behaviour, absenteeism, late-

coming provide input for man analysis.

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Analysis of Equipment

Change in equipment or modification of existing machines and equipment calls for

new skills and abilities. An analysis of changing technology, therefore, becomes a

handy mechanism to identify the kind of training that would be required.

Brainstorming

It is a helpful way to determine training needs especially of a group. The technique

consists of involving professionals with different backgrounds, assigning them a

task and fixing a time limit. At the end of the time limit, the ideas generated are

closely scrutinized to see what kind of training would help them in performing

tasks.

Problem Clinic

In this case a homogeneous group meets informally to discuss a common problem

and develop a solution. So, a group of engineers can get together and discuss a

problem say machine maintenance, which is bothering all of them. Their solution

would help in identifying the nature of training that would facilitate better machine

maintenance.

Simulation

Simulation or business games are useful techniques to identify training needs.

Some structured exercises are developed and individual or teams are asked to

compete with each other on these exercises. The exercises require the possession

or lack of certain skills like problem solving, communication, information

processing, and so on. Performance, on these games, highlights areas where

training may be useful.

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TRAINING AND DEVELOPMENT HAS A COMPETITIVE

ADVANTAGE

Companies derive competitive advantage from training and development.

Training and development programmes help to remove deficiencies in employees.

This is particularly true when

1. The deficiency is caused by lack ability rather than a lack of motivation to

perform.

2. The individuals involved have the aptitude and motivation need to learn to

do the job better.

3. Supervisors and peers are supportive of the desired behaviors.

There is greater stability, flexibility, and capacity for growth in an

organization. Training contributes to employee stability in at least two ways.

Employees become efficient after undergoing training. Efficient employees contribute

to the growth of the organization. Growth renders stability to the workforce. Further,

trained employees tend to stay with the organization. All rounder can be transferred to

any job. Flexibility is therefore ensured. Growth indicates prosperity, which is

reflected in increased profits from year to year.

Further the need of employees will be met through training and development

programmes. Training serves as an effective source of recruitment. Training is an

investment in HR with a promise of better returns in future.

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Training becomes almost essential when mergers or acquisitions take place, as

has happened to the ICICI Bank. When Bank of Madura got merged with the best

bank of 2003 (ICICI), 2400 employees average are of 28 years. The average age of

the merged bank was 43. Integration became a challenge and training therefore

become imperative.

BENEFITS OF EMPLOYEE TRAINING

To Organization

1. Leads to improved profitability and /or more positive attitudes towards profit

orientation.

2. Improves the job knowledge and skills at all levels of the organization

3. Helps people identify with organizational goals

4. Improves relationship between boss and subordinate

5. Creates an appropriate climate for growth, communication

6. Helps keep costs down in many areas, e.g. production, personnel,

administration, etc.

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To the Individual

1. Helps the individual in making better decisions and effective problem solving.

2. Aids in encouraging and achieving self-development and self-confidence

3. Helps a person handle stress, tension, frustration and conflict

4. Moves a person towards personal goals while improving interactive skills

5. Helps a person develop speaking and listening skills; also writing skills when

exercises are required

6. Helps eliminate fear in attempting new tasks

TRAINING METHODS

A variety of training methods are available and used by training agencies and

organizations. The choice of a method or a mix of methods is a function of a number

of considerations.

1. The purpose of training is an important consideration in the choice o

methodology. Knowledge can be provided by traditional methods of training

like lectures, and discussions. Skills and attitudes have to be developed by

experiential methods or training like in-basket, T-group etc.

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2. The natures of contents often determine the nature of methodology. A concept

can be clarified through a lecture the operation of machine may best be

demonstrated.

3. Finally, all organizations have to be concerned with cost factors. Cost

considerations have to be taken into account while deciding on methods of

training. However, cost considerations should not override the quality

considerations.

A brief discussion on some of the most prevalent methods of training is provided

below.

Lectures

Lecture is a verbal presentation of information by an instructor to a large audience.

The lecturer is presumed to possess a considerable depth of knowledge of the

subject at hand. A virtue of this method is that is can be used for very large groups

and hence the cost per trainee is low. This method is mainly used in colleges and

universities, though its application is restricted in training factory employees.

Limitations of the lecture method account for its low popularity. The method

violates the principle of learning by practice. It constitutes a one-way

communication. There is no feedback from the audience. Continued lecturing is

likely to bore the audience. However, the lecture method can be made effective if

it is combined with other method of training.

Audio-Visuals

Audio-Visuals include television slides, overheads, video-types, and films. These

can be used to provide a wide range of realistic examples of job conditions and

situations in the condensed period of time. Further, the quality of the presentation

can be controlled and will remain equal for all training groups. But, audio-Visuals

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constitute a one-way system of communication with no scope for the audience to

raise doubts for clarification and there is no flexibility of presentation from

audience to audience.

On-the-Job Training (OJT)

Majority of industrial training is of the on-the-job-training type. OJT is conducted

at the work site and in the context of the job. Often, it is informal, as when an

experienced worker shows a trainee how to perform the job tasks. Job rotation,

brainstorming sessions, and syndicate techniques are some of the methods that

would come under this category.

Merits: -

1. It is the most effective method as the trainee learns by experience,

making him or her highly competent.

2. The method is least expensive since no formal training is organized.

3. The trainee is highly motivated to learn since he or she is aware of

the fact that his or her success on the job depends on the training

received.

4. Finally, the training is free from an artificial situation of a classroom

Demerits: -

1. The experience employee may lack expertise or inclination to train

the juniors.

2. The training programme itself is not systemically organized.

3. A poorly conducted OJT programme is likely to create safety

hazards, result in damaged products or materials, and bring

unnecessary stress to the trainees.

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Programmed Instruction (PI)

This is method where training is offered without the intervention of a trainer.

Information is provided to the trainee on blocks, either in a book form of through

a teaching machine. After reading each block of material, the learner must answer

a question about it. Feedback in the form the correct answer is provided after each

response. Thus, programmed instruction (PI) involves:

1. Presenting question, facts, or problems to the learner.

2. Allowing the person to respond.

3. Providing feedback on the accuracy of his or his answers.

4. If the answers are correct, the learner proceeds to the next block. If not,

he or she repeats the same.

Advantages: -

1. It is self-paced-trainees can progress through the programmes at their

own speed.

2. Strong motivation is provided to the learner to repeat learning.

3. Material is also structured and self-contained, offering much scope for

practice.

Disadvantages: -

1. The scope of learning is less, compared to other methods of training.

2. Cost of preparing the books, manuals and machinery is considerably

high.

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Computer-Assisted-Instruction (CAI)

CAI is an improved system when compared to the PI method, in at least three

respects. First, CAI provides for accountability as tests are taken on the computer

so that the management can monitor each trainee’s progress and needs. Second, a

CAI training programme can also modified easily to reflect technological

innovations in the equipment for which the employee is being trained. Third, this

training also tends to be more flexible in that trainees can usually use the computer

almost any time they want, and thus get training when they prefer.

Not to be ignored is the fact that feedback from CAI is as rich and colorful as

modern electronic games, complete with audio instructions and visual displays. A

deterrent with regard to CAI is its high cost, but repeated use may justify the cost.

Simulation

A simulator is any kind of equipment or technique that duplicates as nearly as

possible the actual conditions encountered on the job. Simulation then, is an

attempt to create a realistic decision-making environment for the trainee. For

example, activities of an organization may be simulated and the trainee may be

asked to make a decision in support to those activities. The results of those

decisions are reported back to the trainee with an explanation of what would have

happened had they actually been made in the workplace. The trainee learns from

this feedback and improves his/her subsequent simulation and workplace

decisions.

Case Study

Case study is a written description of an actual situation in business that provokes,

in the reader, the need to decide what is going on what the situation really is or

what the problems are, and what can and should be done. Case study can provide

stimulating discussions among participants, as well as excellence opportunities for

individuals to defend their analytical and judgment abilities.

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Role Playing

It generally focuses on emotional mainly human relations issues rather than actual

ones. The essence of role-playing is to create a realistic situation, as in case study,

and then have the trainees assume the parts of specific personalities in the

situation. For example, a male worker may assume the role of a female supervisor,

and the supervisor may assume the role of a male worker. Then, both may be given

a typical work situation and asked to respond as they expect others to do. The

consequence is a better understanding among individuals. Role-playing helps

promote interpersonal relations. Attitude change is another result of role-playing.

Vestibule Training

It utilizes equipment, which closely resembles the actual ones used on the job.

However, training takes place away from the work environment. The trainee is

then permitted to learn under simulated conditions, without disrupting ongoing

operations. A primary advantage of vestibule training is that it relives the

employee from the pressure of having to produce while learning. The emphasis is

on learning skills required by the job. Of course, the cost of duplicate facilities and

a special trainer is an obvious disadvantage.

Sensitivity Training

Sensitivity training uses small numbers of trainees, usually fewer than 12 in a

group. They meet with a passive trainer and gain insight into their own and others

behaviour. Meetings have no agenda, are held away from the workplaces. The

objectives of sensitivity training are to provide the participants with increased

awareness of their own behaviour and how others perceive them-grater sensitivity

to the behaviour of others, and increased understanding of group’s processes. The

drawback of this method is that once the training is over, the participants are

themselves again and they resort to their old habits. Sensitivity training can go by a

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variety of names-laboratory training, encounter groups, or T-groups (training

groups).

CONDUCT OF TRAINING

A final consideration is where the training and development programme is to be

conducted. Actually, the decision comes down to the following choices:

1. At the job itself

2. On site but not the job-example, in a training room in the company.

3. Off the site, such as in a university or college classroom, hotel, a resort, or

conferences center.

Typically, basic skills are taught at the job, and basic grammar skills are taught

on the site. Much of interpersonal and conceptual skills are learnt off the site.

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IMPLEMENTATION OF THE TRAINING PROGRAMME.

Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are

action-oriented and frequently say they are too busy to engage in training efforts.

Secondly, availability of trainers is a problem. In addition to possessing

communication skills, the trainers must know the company’s philosophy, its

objectives, its formal and informal organizations, and goals of the training

programme. Training and development requires a higher degree of creativity than,

perhaps any other personnel specialty.

Scheduling training around the present work is another problem. How to

schedule training without disrupting the regular work? There is also the problem of

record keeping about the performance of a trainee during his or her training period.

This information may be useful to evaluate the progress of the trainee in the company.

Programme implementation involves action on the following lines:

1. Deciding the location and organizing training and other facilities.

2. Scheduling the training programme.

3. Conducting the programme.

4. Monitoring the progress of trainees.

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EVALUATION OF PROGRAMME

The last stage in the training and development process is the evaluation of

results. Since huge sums of money are spent on training and development, how far the

programme has been useful must be judged/determined. Evaluation helps determine

the results of the training and development programme. In practice, however,

organizations either overlook or lack facilities for evaluation.

Need for Evaluation

The main objective of evaluating the training programmes is to determine if they

are accomplishing specific training objectives that are, correcting performance

deficiencies. A second reason for evaluation is to ensure that any changes in

trainee capabilities are due to the training programme and due to any other

conditions. Training programmes should be evaluated to determine their cost

effectiveness. Evaluation is useful to explain programme failure, should it occur.

Finally, credibility of training and development is greatly enhanced when it is

proved that organization has benefited tangibly from it.

Principles of Evaluation

Evaluation of the training programme must be based on the following principles.

1. Evaluation specialist must be clear about the goals and purposes of

evaluation.

2. Evaluation must be specific.

3. Evaluation must be continuous.

4. Evaluation must provide the means and focus for trainers to be able to

appraise themselves, their practices, and their products.

5. Evaluation must be based on objective methods and standards.

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6. Realistic target dates must be set for each phase of the evaluation

process. A sense of urgency must be developed, but deadlines that are

unreasonably high will result in poor evaluation.

E-LEARNING

E-Learning refers to the use of Internet or an organizational intranet to conduct

training on-line. E-learning is becoming increasingly popular because of the large

number of employees, who need training. Take Wipro, for example, out of its 17,500

employees, 25, 00 are on site and 15,000 employees are in off-shore centres at

Bangalore, Hyderabad, Chennai, Pune and Delhi. How to organize training for all

these? Wipro also has a policy of subjecting any employee for a two-week training

every year. E-learning helps Wipro considerably. Similarly, at Satyam nearly 80% of

the employees are logged into the in-house learning management system for various

courses. Infosys has almost 10% of its total training through e-learning.

It is not that e-learning replaces traditional training system. In fact, e-learning

becomes more effective when blended with traditional learning methods. Many firms

use e-learning as a prerequisite before classroom training popularly called blended

training, a combination of e-learning with classroom approach. Learning that requires

discussion, tutoring and team-work can go on-line, though it might also stay in the

classroom.

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Requisites for E-Learning

E-learning does not simply mean putting existing courses and materials on a website.

Following requisites need to be provided before launching learning on-line.

Sufficient top management support and funding needs to be committed to

develop and implement e-learning.

Managers and HR professionals need to be “retrained” to accept the idea that

training is being decentralized and individualized.

Current training methods are not adequately meeting organizational training

needs.

Potential learners are adequately computer literate and have ready access to

computers and the Internet.

Sufficient number of learners exists and many of them are self-motivated to

direct their own learning.

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E-LEARNING

ADVANTAGES DISADVANTAGES

It is self-paced. Trainees can

proceed on their own time

May cause trainee anxiety

It is interactive, lapping multiple

trainee senses

Not all trainees may be ready for

e-learning

Allows for consistency in the

delivery of training

Not all trainees may have easy and

uninterrupted access to computers

Enables scoring of

services/assessments and the

appropriate feedback

Not appropriate for all training

content (e.g. leadership, cultural

change.

Incorporates built-in guidance

and help of trainees to use when

needed

Requires significant upfront cost

and investment

It is relatively easy for trainers to

update content

No significantly greater learning

evidenced in research studies

Can be used to enhance

instructor0led training.

Requires significant top

management support to be

successful

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HOW TO MAKE TRAINING EFFECTIVE.

1. Ensure that the management commits itself to allocate major resources and

adequate time to training. This is what high-performing organizations do.

2. Ensure that training contributes to competitive strategies of the firm. Different

strategies need different HR skills for implementation. Let training help

employees at all levels acquire the needed skills.

3. Ensure that a comprehensive and systematic approach to training exists, and

training and retraining are done at all levels on a continuous and ongoing basis.

4. Make learning one of the fundamental values of the company. Let this

philosophy percolate down to all employees in the organization.

5. Ensure that there is proper linkage among organizational, operational and

individual training needs.

6. Create a system to evaluate the effectiveness of training.

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SUMMARY

Training and development activities are designed, considerable costs

notwithstanding, to impart specific skills abilities and knowledge to employees.

Distinction is often made between training and education, and between these two and

development. Training refers to imparting specific skills. Education is the process of

theoretical learning in classrooms. Development refers to the learning opportunities

designed to help employees grow and evolve a vision about the future. All the three

form a part of training and development-only target groups of employees differ.

Training is confined to shop-floor workers and development is meant for executives.

Education, of course is needed for all employees, irrespective of their hierarchy.

Skills education, developments, ethics, attitudinal changes and decision-

making skills must go into any programme of training and development.

A programme of training and development is important as it lends stability and

flexibility to an organization, besides contributing to its capacity to grow. Accident,

scrap, and damage to machinery of employees will be taken care by training and

development.

Training process involves several steps

Defining organizational objectives and strategies,

Assessment of training needs,

Establishing training goals,

Devising the training programme,

Implementation of the programme, and

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Evaluation of the results

Several barriers impede the effectiveness of training and there are ways of removing

them.

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