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TRAININGAND
DEVELOPMENTBYBABASAB PATIL
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TRAINING & DEVELOPMENT
Training:It refers to the process ofimparting specific skills. - Help workers acquireskills to perform effectively.
Development:This refers to the learningopportunities designed to help employeesgrow.
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TRAININGAND DEVELOPMENTDIFFERENTIATED
Training
Operatives
Current job
Skills of an individual One shot deal
Scope is on Individual
Meet current requirement
Job related information Reactive process, result
of initiatives taken by themanagement
Development
Managers
Current and future job
Total personality
Ongoing and continuous
Scope is on entire group
Meet future requirement General knowledge
Proactive process, whichis result of internal
motivation
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TRAININGAND EDUCATIONDIFFERENTIATED
Training
Application
Job Experience
Specific Tasks
Narrow Perspective
Education
Theoretical Orientation
Classroom Concepts
General Concepts
Broad Perspective
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TRAINING VS. EDUCATION
Training
Learn a Specific Skill
Benefits the Employer
Developmento Oriented towards to individual needs and
organizational needs
o Aimed towards management people
o Enable to carry out functions like problemsolving, decision making etc
Education
Learn Multiple Skills
Benefits the Employee
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Training allows the employee to learn a specificskill, such as plumbing or carpentry. This in turn,minimizes the amount of time needed to performthe task & costs the employer less money.
Education teaches multiple skills to the employee.This helps the employee learn new & more efficient& productive. It also gives the employee newgrounds to find a better position &/or get a largerearning.
Development provides knowledge andunderstanding that will enable people to carry outnon technical organizational functions
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INDIVIDUAL & ORGANIZATIONAL
TRAINING PURPOSES
Increases Workplace Literacy
New-Employee Orientation
Continuing Education & Career Development
Retirement Planning
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Increases Workplace Literacy, New-Employee
Orientation, Education & Career Development,
Retirement Planning are all parts in Individual &
Organizational Training Purposes. Together they
build a strong foundation to a better work place.
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INCREASES WORKPLACE LITERACY
Saves time & money
Communications improve
Work relationships become stronger
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This helps save time and money due to the less
rework and scrap that may normally happen
otherwise.
Communications in the work place are
strengthened & the work relationships grow,
causing more productivity in the work place.
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NEW-EMPLOYEE ORIENTATION
Reduces time to learn job
Increases productiveness
All share a common goal
Can help increase team-work Meet the needs of organizations
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WORKRELATIONSHIPSBECOMESTRONGER
Expands employees knowledge & skills
Introducing Cross-Training & Retraining Programs
Increasing Job Satisfaction &/or Performances
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It is said that it would take the average person six totwelve months to learn their job, but due toorientations this has dropped to less then twomonths. This also helps with its increases the
employees productivity by being able toconcentrate more on the job instead of where theystand in the origination. With most orientationssharing a common goal based off of loyal and hard
working employees, they are also used to helpteam-based working skills & helping meet theneeds of the organizations
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By expanding the employees skills & knowledge oftheir job &/or job functions can be done throughRetraining and Cross-Training programs. This couldincrease job satisfactions and increase job
performances as well.
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TRAINING & DEVELOPMENT
In simple terms, Training andDevelopment refer to the imparting ofspecific skills, abilities and knowledge
to an employee.
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FEATURESOF TRAINING
Increases knowledge and skills for doing aparticular job; it bridges the gap between job needsand employee skills, knowledge and behaviors.
Focuses attention on the current job, it is jobspecific and addresses particular performancedeficits or problems
Concentrates on individual employees; changingwhat employees know, how they work, their
attitudes toward their work or their interactions withtheir co-workers or supervisors.
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FEATURESOF TRAININGContinued..
Tends to be more narrowly focused and orientedtoward short term performance concerns.
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More clearly, training and development may be understoodas any attempt to improve current or future employeeperformance by increasing an employees ability to
perform through learning, usually by changing theemployees attitude or increasing his or her skills andknowledge.
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THENEEDFORTRAININGANDDEVELOPMENTISDETERMINEDBYTHEEMPLOYEESPERFORMANCEDEFICIENCY, COMPUTEDASFOLLOWS:
Training and development need = Standardperformance Actual performance
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Remember, training is not
what is ultimately importantperformanceis.
Marc Rosenberg
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A SYSTEMATIC APPROACHTO TRAINING
Assessment
Determine training needs
Identify training objectives
Implementation
Select training methods
Conduct training
EvaluationCompare training outcomes with criteria
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TRAINING METHODS & TECHNIQUES
Training at the Job Site
Vs.Off-the-Job-Site Training
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Training at the job site is training the trainee at thelocation where the tasks will be performed.
Advantages:
Realism, transfer of training, less time loss from work
Off-the-job-site Training is training the trainee anywhereelse other then where the tasks will be performed.
Advantages:
more methods can be used, no disruption of operation
Can any one say a disadvantage for either one?
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TRAININGATTHE JOB SITE
Job Instruction
Vestibule
Job Rotation Apprenticeship
Mentoring
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Job Instruction - a learning method that uses thefour steps of tell, show, do, & review.
Vestibule - Training done adjacent to the actualwork area with the same equipment & tools.
Job Rotation - training done by cycling through avariety of jobs or positions
Apprenticeship - Lengthy training in a skill or tradethat involves a combination of supervised on-the-
job work & classroom instruction
Mentoring - a formal or informal relationship inwhich a more experienced worker helps a lessexperienced worker develop job-&-career-relatedskills.
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OFF-THE-JOB-SITE TRAINING
Non-technology Methods
Lectures
Role Playing
Behavior Modeling
Sensitivity Training
Case Studies
Conference Training
Incident Method
Outdoor Experiential Training (OET)
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Lectures - not the best method to use but canimprove just by getting the trainees involved byasking questions.
Role Playing - a training method in which the
learner practices new ways of interacting.
Behavior Modeling - a training method in which thelearner watches someone doing an action & thentries to repeat that action.
Sensitivity Training - experiential learning ofemotional skills & behaviors.
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Case Studies - learning on an in-depth analysis of aparticular person or situation.
Conference Training - a method that involves agroup discussion about a specific topic, led by
someone with knowledge of that topic
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OFF-THE-JOB-SITE TRAINING CONTINUED
Technology-Based Methods Audiovisual Training
Simulation Training
Business Games
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Audiovisual Training - the use of multimedia intraining presentations.
Simulation Training - learning based on practicingskills in a replica of the work situation.
Business Games - are uniquely adapted forteaching cognitive skills, such as problem solving, &showing how the parts of an organization interact.
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JOB EVALUATION-DEFINITION
Job evaluation is the process of analyzing and
appraising the content of jobs , set in the family ofother jobs, so as to put them in a suitably evolvedrank-order which can then be utilized forinstallation of an acceptable wage structure in anorganization.
It tries to assess jobs , not people.The standards of job evaluation are relative andnot absolute.
Job evaluations are carried out by groups , not byindividuals.
Some degree of subjectivity is always present injob evaluation. Job evaluation does not fix pay scales , but merely
provides a basis for evaluating a rational wagestructure.
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TYPESOF JOB EVALUATION
Ranking
Classification
Points Rating
Factor Comparison
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Job Evaluation Methods
A. Ranking method: The job ranking method arranges jobs innumerical order on the basis of the importance of the job's duties
and responsibilities to the organization. This method, though easyto understand, is highly subjective in nature.
B. Classification method: The job classification method slots jobs into. pre established grades. Higher-rated grades demand more
responsibilities, tougher working conditions and varied job duties.
This method is easy to understand and takes care of all relevantfactors affecting the performance of a job. However, it is not easyto write all inclusive descriptions of a grade. Further, the methodoversimplifies sharp differences between different jobs anddifferent grades.
C. Factor comparison method: In this method, jobs are ranked
according to a series of factors such as mental effort, physicaleffort, skill needed, responsibility, supervisory responsibility, working
conditions, etc. pay will be assigned in this method by comparing theweights of the factors required for each job.
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D. Point method: The point system of job evaluation uses a pointscheme based on the compensable job factors of skill, effort,responsibility and working conditions. The more compensablefactors a job possesses, the more points are assigned to it. Jobswith higher accumulated points are considered more valuable to
the organization. Select key jobs
Identify the factors to all identified jobs such as skill, effort,responsibility etc.
Divide each major factor into a number of sub factors. Each
sub factor is defined and expressed in order of importance. Find the maximum number of points assigned to each job
Once the worth of a job in terms of total points is known, thepoints are converted into money values, keeping the wagerates in mind.
Job Evaluation Methods
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BENEFITSOF JOB EVALUATION
It offers a systematic procedure fordetermining the relative worth of jobs.
An equitable wage structure is a naturaloutcome of job evaluation.
Helps resolve wage related grievances. It links the pay with the requirements of thejob. It points out possibilities of more appropriate
use of the plants labor force by indicatingjobs that need more or less skilled workersthan those who are manning these jobscurrently.