Prepared by: Jo B. Bitonio

Change is a slow processFruit always matures and ripens

slowly

P o w e r U p

Training and Development is usually directed at changing people’s knowledge, attitudes or skills (KAS) that can bring about desired or effective performance. The aims of training and development are:

• to increase knowledge• change of attitude and behavior• improve HR and management skills

Training and development can also be viewed from the three broad dimension

• As Applied Social Research

The development of human resources particularly in DM requires the cultivation of mind of the individual to enable him to grasp administrative problems from social, political and economic perspectives; to acquire broad human sensitivities, social sympathies and appropriate patriotic zeal, public spiritedness and cultivation of right attitude and behavior towards service, superiors, subordinates and people at large.

• Cultivation of managerial skills

Training and development can also be viewed from the three broad dimension

Ten Principle of Management1Delegate/define responsibilities2Explore opportunities for profit3VMGs/future oriented4Inspire best efforts/motivate5Support community/social projects6Have well defined objectives7Maximize use of resources8Look for better option9Plan well/Prepare for contingencies1Calculate risk to avoid wipe out

Management Skills1.Conceptual2Technical3Human Relation4Problem Solving &5Decision Making

Ten Managerial RolesA Interpersonal Roles

(figurehead, liaison, leads)

BDecision Maker ( entrepreneur, disturbance handler, resource allocator, negotiator)

C Informational Roles (monitors, disseminator, spokesperson)

Managerial Function1.Planning2 Organizing3 Staffing4 Directing/Influencing5 Coordinating6 Budgeting

The Manager - Entrepreneur

• Cultivation of Appropriate Attitude and behavior

- a sense of inquisitiveness and alertness as against placidity and non questioning;

- adaptive approach as against rigidity;

- desires for achievement;

- having an innovative approach

Training and development can also be viewed from the three broad dimension

• Training is needed because people and structures change and training is one of the interventions by which people can cope with change

• Training is focused on acquiring knowledge, skills, competencies and attitudes related to the organizational, occupational and individual needs within an organization

• Performance improvement

• on-the-job training – a person learn a job while working at it. The most common type of OJT is the coaching and understudy method, another is job rotation wherein employees moves from job to job at planned intervals. A third type of OJT is apprenticeship training. This is a structures process by which individuals become skilled workers both on the practical and theoretical aspects on the job.

• deals with enhancement, maturing, growing and improving what is already existing. At work, this is termed “hard” skill and knowledge development directly related to the technical aspects of the job

• These “soft” personal factors not only affect the acquisition of the “hard skills but also directly influence motivation, commitment, and capacity to make choices and achieve personal goals

Andersen and Evanden (1992)

Tools for Conducting Needs Analysis

• Interview - Speak in person to employees, customers, and managers

• Focus Groups – Get together small group of workers, supervisors and have then share in a directed discussion of the area under study

• Experts – Confer with experts both within and outside the organizations

• Best Performers – find our from best workers how and why they are doing the job correctly

• Surveys -

• Lecture – good for conveying a lot of information to a large group. This ma reduce employee participation

• Case Studies – prompts discussion from the trainees, especially when the case poses common, on-the-job training

• Lecture-discussion – draws trainees into discussing the material presented

• Demonstration – illustrates what the trainer is talking about through his/her own actions

• Simulation it uses devices such as in basket exercises (problems to solve) and management games (using model of a business situation

• Sensitivity training – • Programmed instruction – materials are given

to participants for self learning and progress at his own pace

• Modular instruction – Modular has no feedback and the trainee consults the trainor/instructor

• Role playing – trainees take parts and demonstrate by playing their assigned roles

Panel discussion – managers/supervisors are brought in to discuss various aspects of the materials being offered

Audiovisuals – includes teletraining and videoconferencing. Teletraining is when a trainer in a central location can train groups of employees at remote locations via television hookups while videoconferencing is a means of joining two or more distant groups using a combination of audio and visual equipment. It allows people in one location to communicate live with people with another city or country

Annual Training Plan

  Month

Activities J F M A M J J A S O N D

1. Orientation training                        

2. Training Needs                        

3. Skills training                        

4. Effective Supervisory                        

5. Governance                        

6. Manager's Course                        

7. Team building                        

8. Evaluation of Training                        

Programs                        

9. Monitoring of Employees                        

Performance