6Training & Development

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TRAINING & DEVELOPMENT


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TRAINING

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Training is a process through which a person enhances and

develops his efficiency, capacity, and effectiveness at work by

improving and updating his knowledge, understanding & the

skills relevant to his or her job.

In short, Training:

Increases knowledge and skills for doing a particular job

Focuses attention on the individual job.

Concentrates on individual employees

Gives importance to short term performance

Areas of training are Knowledge, Technical skills, Social

skills & Techniques


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Need For Training

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Need for organizations to build and sustain competenciesthat would provide them with competitive advantage.

Growth oriented organizations value training as aresponse to changing environment

Knowledge era & Human assets are valued highly.

It is an important and integral part of organizationalrenewal process

Meet organizational objectives by making employees more

versatile, mobile, flexible and useful to the organization Improves quality and productivity

Improves organizational climate

Prevent accidents


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Training vs. Development

Training is concerned with teaching specific job related skills and behaviour.

Development is future oriented training, focusing on the personal growth of

the employee.

Training vs. Development

Learning Dimension Training Development

Meant for Operatives Executives

Focus Current job Current and future jobs

Scope Individual employee Work group or organisation

Goal Fix current skill deficit Prepare for future work demands

Initiated by Management The IndividualContent Specific job related in formation General Knowledge

Time-frame Immediate Long term


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Training vs. Education

Training, more or less, is job oriented (skill) learning. Education, on the

other hand, is a person-oriented, theory-based knowledge whose main

purpose is to improve the understanding of a particular subject (a kind of

conceptual learning).


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Learning oriented guidelines:

Modeling

Motivation

Reinforcement

Feedback

Spaced practice

Whole learning

Active practice

Relevance

Environment

The Philosophy of Training


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Skills training

Refresher training

Cross functional training

Team training

Creativity training

Diversity training

Literacy training

Types of Training


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A Systematic Approach To Training

Phase I Needs assessment

Phase II Design & delivery of T&D

Phase III - Evaluation

PHASE-I: Training needs assessment

Involves three types of analysis:

a.Organizational analysis: This is a study of the entire organization in

terms of its objectives, utilization of resources to achieve objectives etc.

b. Task or role analysis: Detailed examination of a job, its

components, its various operations and conditions under which it

has to be performed.

c. Person analysis: here the focus is on the individual in a given job;

whether training is needed, whether the employee is capable of being

trained, and the areas where the training is needed.


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Data sources used in training needsassessment

Organisational Analysis Task Analysis Person Analysis

Organisational goals and objectives Job descriptions Performance data or appraisals

Personnel inventories Job specifications Work sampling

Skills inventories Performance standards Interviews

Organisational climate analysis Performing the job Questionnaires

Efficiency indexes Work sampling Changes in systems or

subsystems Reviewing literature on Customer/employee(e.g., equipment) the job attitude surveys

Management requests Asking questions about Training progress

the job

Exit interviews Training committees Rating scales

MBO or work planning systems Analysis of operating problems

Customer survey/satisfaction data Diaries

Devised situations (e.g., role

play)

Assessment centers

MBO or work planning systems


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d. Identify training objectives: Training objectives can be of

three types : Innovative

Problem solving

Regular

PHASE-II : Design & Delivery of T & D

a. Trainingdesign- learning principles

b. Training methods: Formal training methods include

1) On the job training and2) Off the job training.

c. T & D Plan implementation

Training needs assessment


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On The Job Training Methods

Job instruction training (JIT): This is training directly received on the

job. Here the trainee receives an overview of the job. The trainer actually

demonstrates the job and the trainee is asked to copy the trainers way.

The trainee, finally, tries to perform the job independently.

erits emerits

Trainee learns fast throughpracticeand observation. Thetraineeshouldbeasgoodasthetrainer.

f thetrainer isnotgood, transferenceof

knowledgeandskillswill bepoor.

t iseconomical asit doesnot re uireanyspecial hilelearning, traineemaydamagee uipment,

settings. lso, mistakes canbecorrected immediately. wastematerials, causeaccidents fre uently.

Thetraineegainsconfidence uicklyashe perienced workers cannot use the machinerydoes the work himself inactual settingwith while it isbeingusedfor training.

help fromsupervisor.

t ismostsuitablefor unskilledandsemi skilled jobs

wherethe job operationsaresimple easyto e plain


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Coaching: Here the supervisor explains things and answers questions;

throws light on why things are done the way they are; offers a model for

trainees to copy, conducts lot of decision making meetings, and allows

trainees freedom to commit mistakes and learn .Coaching, thus, requires

lot of teaching skills.

Mentoring: The use of an experienced person to teach and train

someone with less knowledge and experience in a given area is known

as mentoring. The mentor nurtures, supports and guides the efforts of

young persons by giving appropriate information, feedback and

encouragement whenever required.



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Job rotation: This kind of training involves the movement of trainee from

one job to another.


Merits and demerits of Job rotation

Merits Demerits

Improves participants job skills, job satisfaction Increased workload for participants

Provides valuable opportunities to network within Constant job change may produce

the organisation stress and anxiety

Offers faster promotions and higher salaries to Mere multiplication of duties do not

quick learners enrich the life of a trainee

Lateral transfers may be beneficial in rekindling Development costs may shoot up when

enthusiasm and developing new talents trainees commit mistakes, handle tasks

less optimally


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Apprenticeship training: Most craft workers such as plumbers, carpenters etc

are trained through formal apprenticeship programmes. In this method, the

trainees are put under the guidance of a master worker typically for 2-5 years.

Committee assignments: In this method, trainees are asked to solve an actual

organisational programme working along with other trainees.

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Off The Job Training Methods

Vestibule training: It occurs off the job on equipment or methods that

are highly similar to those used on the job.

Role playing: This is a development technique requiring the trainee to

assume a role in a given situation and act out behaviours associated with

that role.

Lecture method: Here the instructor organises the study material on a

specific topic and offers it to a group of trainees in the form of a talk.

Conference or discussion method: In this method the trainer delivers

a lecture and involves the trainees in a discussion so that the doubts

about the job to be undertaken get clarified.

Programmed instruction: This is an approach that puts material to be

learned into highly organised logical sequences that require the trainees

to respond


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Evaluation of A Training Programme

Training can be evaluated at five levels: reaction, learning, behaviour,

organisation and results.

Important decision points in training evaluation may be listed thus;

Important decision points in planning

training evaluation Should an evaluation be made?

Who should evaluate?

What is the purpose of evaluation?

What will be measured?

How comprehensive will the evaluation be?

Who has the authority and responsibility?

What are the sources of data?

How will the data be collected and evaluated?

How will the data be analysed and reported?


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BENEFITS OFE-LEARNING

Learning at ones own pace

Accessibility

Active learning

Cost effectiveness

Collaborative learning

Personalized learning environment


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WEAKNESS OFE-LEARNING

Shift of focus to the learner

Data over load

Data unreliability

Net work/ hardware unreliability

Access control

Less theory


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DEVELOPMENT

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Features of executive development

It is a planned effort to improve executives ability to handle a variety of

assignments

It is not a one-shot deal, but a continuous, ongoing activity

It aims at improving the total personality of an executive

It aims at meeting future needs unlike training, which seeks to meet

current needs

It is a long term process, as managers take time to acquire and improve their

capabilities

It is proactive in nature as it focuses attention on the present as well as future

requirements of both the organisation and the individual


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Invaluable investment in the long run as it helps managers to

acquire requisite knowledge, skills and abilities needed to

handle complex situations in business

Enables executives to realise their own career goals and

aspirations

Helps executives to step into superior positions easily

Assists executives in enhancing their people-management

skills, taking a holistic view of various problems.

Importance of executivedevelopment


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Executive DevelopmentProgrammes: Steps

Analysis of organisational development needs

Appraisal of present managerial capabilities

Inventory of executive talent(in terms of age, service,education, experience etc

Planning of individual development programmes

Devising appropriate development programmes

Evaluating results


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Methods/techniques

Methods of executive development1. Decision-making skills

2. Interpersonal skills

3. Job knowledge (a) On-the-jobexperiences

(b) Coaching

(c) Understudy

4. Organisational knowledge (a) Job rotation

(b) Multiple management5. General knowledge (a) Special courses

(b) Special meetings

(c) Specific readings

6. Specific individual needs (a) Special projects

(b) Committee assignments

(a) In-basket(b) Business game(c) Case study

(a) Role play

(b) Sensitivity training(c) Behaviour Modelling

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