Day 14 Training Methods

7/29/2019 Day 14 Training Methods

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Training Methods

Anuraag Awasthi



Ground Rules…

- Cell Phones on silent mode

- Question & Answers anytime- Keep it Interactive

- If there is any urgent call, please

silently leave the room, attend the call

and come back.



Agenda

• Training Methods

• Implementation & Evaluation of Training

Programmes



The various methods that come under Cognitive

approach are:

- Lectures- Discussions

- Demonstrations

- Computer Based Training (Cbt)

- Intelligent Tutorial System (its)- Programmed - Instruction (Pi)

- Virtual Reality

- Interactive Multimedia

Cognitive Methods



The various methods that come under Behavioral

approach are:

- Games And Simulations- Behavior-modeling

- Business Games

- Case Studies

- Equipment Simulators- In-basket Technique

- Role Plays

Behavioral Methods



Other Training Methods



- On-the-job (OJT) Trainings

- Off-the-Job Training

- Management Development method

Other Training Methods



On-the-job Training



OJT is the most frequently used training method,

especially in smaller businesses. It uses more

experienced and skilled employees, whether

coworkers or supervisors to train less-skilled andexperienced employees. OJT takes many forms

and can be supplemented with classroom training.

On-The-Job (OJT) Trainings



Instruction often occurs at an informal basis. It‟scharacteristics are :

- It has not been carefully thought out andprepared.

- It is done on an adhoc basis with no pre-determined content or process.

- No objectives or goals have been developed or referred to during training.

- The trainers are chosen on the basis of technicalexpertise, not training ability.

- Trainers have no formal training in how to train.




Formal OJT are typically conducted by employees

identified as having superior technical knowledge /

skills and who can effectively use one-on-one

instructional techniques. Organizations with formalOJT programs provide “train-the-trainer” training to

these employees.

Formal OJT programs follow a carefully developed

sequence of learning events.




Learning is usually achieved through following steps :

- The trainee observes a more experienced and skilledemployee (the trainer) performing job-related tasks.

- The procedures and techniques used are discussed

before, during, and after the trainer has demonstratedhow the job tasks are performed.

- When the trainer feels that the trainee is ready, thetrainee begins performing the tasks.

- The trainer provides continuing feedback and

guidance.- The trainee is gradually given more and more job,until he can adequately perform the entire job on hisown.




Some techniques for on-the-job development are:

• Job Instruction Technique (JIT)

• Coaching

• Mentoring

• Job Rotation

• Apprenticeship Training




Job Instruction Technique (JIT) uses a behavioral

strategy with a focus on skill development, but

some factual and procedural knowledge

objectives are usually involved as well.JIT consists of 4 steps :

- Prepare

- Present

- Try Out

- Follow up

Job Instruction Technique



Prepare

- Preparation and Follow-up are generally

neglected area in OJT programs.

- Preparation should include a written breakdownof the job.

- Next step is to assess the trainee‟s current

knowledge level (TNA) and create an instructional

plan.

- Give orientation to the trainee on JIT process.




Present

- The four activities of this stage are tell, show,

demonstrate and explain.

- As a trainer provide an overview of the job whileshowing different aspects.

- Then demonstrate the job, emphasizing the key

learning points.




Try Out

- Before trying out, the trainee describes to the

trainer how to do the job. (symbolic rehearsal)- The trainee then attempts to perform the job and

the trainer is able to provide instant feedback.

- Allowing the trainee to see the consequences of

using an incorrect procedure reinforces the correctprocedures.




Follow up

-The trainers incorrectly consider the training over

at the previous stage.-The trainer must check the trainees‟ work often

enough to prevent incorrect or bad work habits

from developing.




Coaching is the process of providing one-on-oneguidance and instruction to improve knowledge, skillsand work performance. Usually, coaching is directed atpersons with performance deficiencies, but can alsobe used as a motivational tool for those performing

adequately.Coaching is primarily used for skill improvement, it canalso be used for knowledge development.

These days, supervisors take almost 50 - 70% of their

time coaching their subordinates.

A key factor in learning process is the interpersonalrelationship between the coach and the trainee.

Coaching



A typical Coaching format looks like following :

- Understand the trainee‟s job, the KSA and resources

required to meet performance expectations and

current level of performance.

- Agree on the performance objectives with the trainee

- Mutually arrive at a plan and schedule for achieving

the performance objectives.

- At the work site, show the trainee how to achieve theobjectives, observe the trainee perform and then

provide feedback. (similar to JIT)

- Repeat above step till the performance improves.

Coaching



Mentoring is considered to be a form of coaching inwhich an ongoing relationship is developed between asenior and junior employee. The purpose of mentoringis to provide the more junior employee with guidance

and a clear understanding of how the organizationgoes about it‟s business.

Whereas coaching focuses on the technical aspects of the job, mentoring focuses more on improving theemployee‟s fit within the organization.

Thus, coaching emphasizes skill development, andmentoring emphasizes attitude development.

Generally, mentoring is conducted only for manager level employees.

Mentoring



Job rotation allows a manager to operate in

different roles and understand the different issues

that arise.This is a common practice for managers being

developed for executive roles.

Job Rotation



Apprenticeship training is one of the oldest formsof training.

Apprenticeship programs are partnershipsbetween labor unions, employers, schools and thegovernment. Most apprenticeships are in skilledtrade and professional unions, such as electricalworkers, pipe fitters, carpenters etc.

In general, an apprenticeship program requires

about 2 years of on-the-job experience and about180 hours of classroom instruction, thoughrequirements vary from program to program.

Apprenticeship Training



An Apprentice must be able to demonstrate all

required knowledge and skills before being

allowed to graduate to regular status. These

programs are regulated by government agencieswhich also set standards and provide services.

Apprenticeship Training



For OJT program to be effective, the trainers must be

motivated to serve in the training role, be skilled as

trainers and possess the necessary interpersonal

skills.

The components of a training program should include :

- The company‟s formal OJT process, the policies and

support provided by the organization.

- Interpersonal skills and feedback techniques

- Principles of adult learning

Trainer‟s normal job responsibilities must be reduced.

Train the Trainer for OJT



Strengths and Limitations of

OJT

St th d Li it ti f



OJT is a very useful method for skill

enhancement. Trainees learn their KSAs in the

actual job situation, thus transfer of training occurs

naturally.

It also provides new employees with a rapid

orientation to how the company operates.

It also has the potential of developing more

positive relationships among older and newemployees and between supervisors and their

subordinates.


OJT

St th d Li it ti f



A major concern in the OJT is the competency of

the trainer. The trainer must possess the technical

competence, the training competence, and the

motivation to train.

In addition, the organization must provide the

trainer with enough time away from his/her regular

job to do the training. This accommodation not

only leads to better training, but demonstrates theorganization‟s commitment to it‟s OJT program.


OJT




Cost :

- Since both the trainer and trainee are working, though atlimited capacity, they are atleast producing something.

- OJT does not require purchase of expensive trainingmaterial such as simulators, games or video-based training

modules.- OJT also speeds up the learning process. No delayseparates the training from its application to the worksituation.

- One-on-one training is more effective.

- The only cost is the cost of training the trainer.- There could also be some breakage, increased waste anddowntime due to inexperienced trainees operating theequipment.


OJT




Control of Content and Process :

- The content and process of training is controlled

primarily by the trainer during the „prepare‟ and

„present‟ stages of training. As the training reaches„Try Out‟ and „Follow-up‟ stages, the trainee and

trainer jointly control the content and process.

- The training moves as slowly or fast as

necessary for the trainee to master the learning.


OJT




Learning Objectives (KSA) :

-The primary focus of OJT is skill development, thoughit can also enhance the knowledge base of traineesand influence their attitudes.

-Through discussions with the trainer and throughquestioning and restating of techniques, the traineecan learn factual and elementary proceduralinformation.

- Employees develop new attitudes about the job andcompany by observing and interacting with others.

- If knowledge acquisition is required for skilldevelopment to perform the job, OJT should besupplemented with other techniques such as CBT, roleplaying, reading texts, manuals etc.


OJT




Learning Process :

- Trainees are likely to be relatively more attentive andmotivated during OJT because it is easier to see a directrelationship between the training and job performance.

- Verbal and visual stimuli direct attention to key learningpoints.

- The visual, auditory, and tactile cues in OJT assist in thesymbolic coding process, providing many relationshipsamong objects and actions in the work environment.

- Symbolic rehearsal process happens when the trainee isasked to describe the steps.

- Behavioral reproduction is the strong part of this process.


OJT



Questions???



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