tranning & development
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TRAINING AND
DEVELOPMENT
By:Indrajeet Kumar ( 002)AB BatchUSMS
TRAINING
Training means equipping the employees with the required skill to perform the job
that result in improved corporate performance.
The ASK Concept
If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results.
This GAP can be separated into 3 main themes
1.Attitude
2.Skills
3.Knowledge
TRAINING DEVELOPMENT
Training generally imparts specificskills to the employees.
Development is more general in nature & aim at overall growth of the executive.
Concerned with maintainingimproved current job performance.
Development build up & competencies for future performances.
Short term perspective. Long term perspective.
Job centred in Nature. Career concerned in nature.
The role of trainer or supervisor isvery important in training.
All dev. is self dev. And the executive has to be internally motivated for the same.
“Training, skill development new mantra for retaining talent” (ARTICLE)
SOURCE: Economic Times, Nov 2, 2007, 01.12pm IST
• Mercer Asia Pacific Total Rewards Survey said “companies giving preference to T&D over compensation packages, succeed in retaining talent.”
• As employers in the Asia-Pacific region compete for scarce talent with high demand skill sets, they are shifting some of the rewards investments focus to increase their competitive advantage.
• Approximately 92% employers are making investments in T&D for following reasonso Creating ‘employer brand’o Attitude formationo Staff retentiono Development of skills of employees.
TRAINIG PROCESS
ESTABLISHMENT OF TRAINING GOALS
DESIGN A TRAINING PROGRAM
ANALYSES THE RAW MATERIAL
CHOOSE THE TRAINING METHOD
IMPLEMENTATION OF TRAINING METHOD
ASSESSMENT OF TRINING NEEDS
EVALUATION
HEADSTRONG PROCESS EXAMPLE
SMRITI WORKING ON IT
METHODS OF TRAINING
ON-THE-JOB TRAINING OFF-THE-JOB TRAINING
ON-THE-JOB TRAINING (OJT)When training takes place at the work place in informal manner
• uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training.
• training is specific to the job
MERITS:• Most cost effective as learning by experience.• Training alongside real colleagues
DEMERITS:• Quality depends on ability of trainer and time available• Bad habits might be passed on.• Potential disruption to production
OJT TYPES Demonstration / instruction - showing the trainee how to do
the job
Coaching – an experienced member of staff will help trainees learn skills and processes through providing instructions or demonstrations (or both).
Mentoring – each trainee is allocated to an established member of staff who acts as a guide and helper.
Team training - co-ordinates the performance of individuals who work together to achieve a common goal.
Job rotation – this is where members of staff rotate roles or tasks so that they gain experience of a full range of jobs.
‘Sitting next to Nellie’ – this describes the process of working alongside a colleague to observe and learn the skills needed for a particular process.
“On-the-job training boosts employee morale: SURVEY” (ARTICLE)
• Says over 40% employers voted for increased productivity and 35% for enhanced employee morale.
• Helps in to reduce attrition.• Analyze and identify key development areas for training- skills,
technical and product learning - on regular basis.• New technological upgrades and business needs also taken into
consideration.• It’s a very cost-effective way that helps employees gain knowledge
about the latest developments in their industry. And also leads to promulgation of new ideas within an organization.
• On-the-job training has been voted as the most preferred method of training by 71% employees, with workshop and seminars preferred by 15% of surveyed employees, followed by external trainers (11%) and least preferred manual & journals (3%).
• Helps in intelligent career decisions.• Continuous assessment and feedback is necessary training
programs can become more motivating, directional and profitable for organizations.
Source: Economic Times, May 24, 2012, 07.00PM IST
OFF–THE–JOB Training
When employees are taken away from their place of work to be trained.
MERITS:• Skills and qualification can be obtained.• Learn from outside specialists or experts.
DEMERITS:• More expensive – e.g. transport and accommodation.• Lost working time and potential output from
employee
CLASSROOM LECTURES
SIMULATION OUTDOOR
COMMITTEE CONFERENCE
“License to Lead: Hindustan Unilever's incredible talent grooming machinery” (ARTICLE)
Source: Economic Times, Apr 20, 2012, 12.53AM IST
I’m Working on it
CASE STUDY
Nestle has a diversified workforce with different skill sets.
Nestlé's apprenticeship program.
Local training programs for factory workers- mostly ‘ON the JOB’ oriented.
International program where they focus on developing leadership skills.
Because of the comprehensive training and development programs Nestle has been able to:
Maintain consistent growth in profits.Sustain high employee retention ratio.And preserve values that Nestle follows.
THANK YOU
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