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Training and Development

Definition :

Definition Training is the formal and systematic modification of behavior through learningwhich occurs as a result of education, instruction, development and planned experience.Development is any learning activity, which is directed towards future, needs rather than present

needs, and which is concerned more with career growth than immediate performance.

Training, Development, and Education :

Training, Development, and Education HRD programs are divided into three main categories:

Training, Development, and Education. Training is the acquisition of technology, which permitsemployees to perform their present job to standards. It improves human performance on the job

the employee is presently doing or is being hired to do. Also, it is given when new technology inintroduced into the workplace. Development is training people to acquire new horizons,

technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster

services, and more competitive organizations. It is learning for growth of the individual, but notrelated to a specific present or future job

Training, Development, and Education :

Training, Development, and Education Education is training people to do a different job. It is

often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential. Unlike training, which can be fully

evaluated immediately upon the learners returning to work, education can only be completelyevaluated when the learners move on to their future jobs or tasks.

Distinction between Training and Education :

Distinction between Training and Education The following table draws a distinction betweentraining and education more clearly. Training Education Application Theoretical orientation Job

Experience Classroom learning Specific Tasks General concepts Narrow perspective Broad

perspective

Distinction between Training and Development :

Distinction between Training and Development Learning Training Development Who Non-managers Managers What Technical Theoretical Why Specific job General When Short term

Long term



Purpose of Training :

Purpose of Training To increase productivity and quality To promote versatility and adaptability

to new methods To reduce the number of accidents To reduce labour turnover To increase jobsatisfaction displaying itself in lower labour turnover and less absenteeism To increaseefficiency

When does the need for training arise? :

When does the need for training arise? The installation of new equipment or techniques Achange in working methods or products produced A realization that performance is inadequate

Labour shortage, necessitating the upgrading of some employees A desire to reduce the amountof scrap and to improve quality An increase in the number of accidents Promotion or transfer of

individual employees. Ensures availability of necessary skills and there could be a pool of talentfrom which to promote from.

Advantages of Training :

Advantages of Training 1. Leads to improved profitability and/or more positive attitudes toward

profits orientation. 2. Improves the job knowledge and skills at all levels of the organization. 3.Improves the morale of the workforce. 4. Helps people identify with organizational goals. 5.

Helps create a better corporate image. 6. Fasters authentically, openness and trust. 7. Improvesthe relationship between boss and subordinate. 8. Aids in organizational development. 9. Learns

from the trainee. 10. Helps prepare guidelines for work.

Disadvantages of training :

Disadvantages of training 1. Can be a financial drain on resources; expensive development and

testing, expensive to operate? 2. Often takes people away from their job for varying periods of time; 3. Equips staff to leave for a better job 4. Bad habits passed on 5. Narrow experience

Areas of Training :

Areas of Training The Areas of Training in which training is offered may be classified into thefollowing categories: Knowledge Here the trainee learns about a set of rules and regulations

about the job, the staff and the products or services offered by the company. The aim is to makethe new employee fully aware of what goes inside and outside the company. Technical Skills

The employee is taught a specific skill (e.g., operating a machine and handling computer) so thathe can acquire that skill and contribute meaningfully.



Areas of Training Conti. :

Areas of Training Conti. Social Skills The employee is made to learn about himself and other,

develop a right mental attitude, towards the job, colleagues and the company. The principal focusis on teaching the employee how to be a team member and get ahead. Techniques This involves

the application of knowledge and skill to various on-the-job situations. In addition to improvingthe skills and knowledge of employees, training aims at clouding employee attitudes: Whenadministered properly, a training programme. It will go a long way in obtaining employee

loyalty, support and commitment to company activities.

Issues in Employee Training :

Issues in Employee Training Communications: The increasing diversity of today's workforce

brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 3. Customer service:

Increased competition in today's global marketplace makes it critical that employees understandand meet the needs of customers. 4. Diversity: Diversity training usually includes explanation

about how people have different perspectives and views, and includes techniques to valuediversity

Issues in Employee Training Conti. :

Issues in Employee Training Conti. 5. Ethics: Today's society has increasing expectations aboutcorporate social responsibility. Also, today's diverse workforce brings a wide variety of values

and morals to the workplace. 6. Human relations: The increased stresses of today's workplace

can include misunderstandings and conflict. Training can people to get along in the workplace. 7.Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for

quality, etc. 8. Safety: Safety training is critical where working with heavy equipment, hazardouschemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding

assaults, etc.

Training Process :

Training Process

Steps in the Training Process :

Steps in the Training Process 1. Organizational objectives 2. Assessment of Training needs 3.

Establishment of Training goals 4. Devising training programme 5. Implementation of training programme 6. Evaluation of results



OrganizationalObjectives & Strategies :

Organizational Objectives & Strategies The first step in the training process in an organization is

the assessment of its objectives and strategies. What business are we in? At what level of qualitydo we wish to provide this product or service? Where do we want to be in the future? It is only

after answering these related questions that the organization must assess the strengths andweaknesses of its human resources.

Needs Assessment :

Needs Assessment Needs assessment diagnosis present problems and future challenges to be met

through training and development. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development. Before committing such huge resources,

organizations that implement training programs without conducting needs assessment may bemaking errors. Needs assessment occurs at two levels- group and individual.

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Presentation Transcript

TRAINING & DEVELOPMENT :

TRAINING & DEVELOPMENT

Slide 2:

2

Slide 3:

3 DELIVERING CUSTOMISED TRAININGSUCCESSFULLY

Why Training? :

Why Training? 4

TRAININGS SHOULD AIM AT :

TRAININGS SHOULD AIM AT 5

Importance of Training ± contd« :

Importance of Training contd 6

Importance of Training and Development :

Importance of Training and Development 7

Benefits of Training - Individuals :



Benefits of Training - Individuals 8

The Benefits of Training :

The Benefits of Training 9

Benefits of Training-a summary :

Benefits of Training-a summary 10

Slide 11:

11

Then why is training often neglected? :

Then why is training often neglected? 12

Attitudes to training :

Attitudes to training 13

Importance of TrainingTeaching people How to do Their Jobs: :

Importance of TrainingTeaching people How to do Their Jobs: 14

Slide 15:

15 I. Needs Assessment II. Developing & Conducting Training III. Evaluating Training Training Process

Model



Slide 16:

16

1. Organizational Level :

1. Organizational Level 17

2. Job Level :

2. Job Level 18 Design Training Program

Individual Level :

Individual Level 19

II. Developing and Conducting Training :

II. Developing and Conducting Training 20

Developing a Unit Training Program :

Developing a Unit Training Program 21

How do Employees Learn the Best? :

How do Employees Learn the Best? 22

How employees learn the best: :

How employees learn the best: 23



K inds of training :

Kinds of training 24

Job Instruction Training (JIT) :

Job Instruction Training (JIT) 25

Classroom Training Skills :

Classroom Training Skills 26

Slide 27:

27 Types of Training

1. SK ILLS TRAINING :

28 1. SKILLS TRAINING

2. Retraining :

29 2. Retraining

3. Cross-Functional Training :

30 3. Cross-Functional Training

4. Team Training :



31 4. Team Training

5. Creativity Training :

32 5. Creativity Training

6. Literacy Training :

33 6. Literacy Training

7. Diversity Training :

34 7. Diversity Training

8. Customer Service Training :

35 8. Customer Service Training

Overcoming Obstacles to Learning :

Overcoming Obstacles to Learning 36

Overcoming Obstacles to Learning :

Overcoming Obstacles to Learning 37

III. Evaluating Training Effectiveness :

III. Evaluating Training Effectiveness Formal evaluation: uses observation, interviews, and surveys to

monitor training while its going on. Summative evaluation: measures results when training is complete

in five ways: 1. Reaction 2. Knowledge 3. Behavior 4. Attitudes 5.Productivity 38




Slide 1:

Presentation on: Training & Development

Slide 2:

TRAINING &DEVELOPMENT Training is expensive. Without training it is more expensive. - Nehru

Training :

Training Training is the process of altering employee behavior and attitudes in a way that increase the

probability of goal attainment. It involves changing of - Skills Attitude Knowledge

Slide 4:

Management Development activities attempt to instill sound reasoning processes to enhance ones

ability to understand and interpret knowledge. DEVELOPMENT

Training & Development :

Training & Development Training Increases job skills- specific skills Short term perspective Job centered

The role of a trainer is very important Development It shapes attitude overall growth Long term

perspective Career Centered Internally motivated for self development

WHY T & D :

WHY T & D No one is a perfect fit at the time of hiring and some training & development must take

place. Planned development programs will return values to the organization in terms of : increased

productivity reduced costs Morale

Slide 7:



Flexibility to adapt to changing requirements Moulds employees attitude Helps them achieve better co-

operation Creates greater loyalty to the organization Reduces wastage and spoilage Improves quality

TrainingProcess :

TrainingProcess Determine the mission of the org Job description Training needs assessment Decide

most imp objective/priorities Evaluate the curriculum Evaluate the Result of Training

TYPES OF TRAINING :

TYPES OF TRAINING On the job: Orientation Apprentice Committee assignments Off the job: Vestibule

Role playing Lecture Case discussion Conference

Slide 10:

Decision making: In basket Business games Case studies Interpersonal: Role play SensitivityBehavior

Organizational: Position rotation Multiple mgmt DEVELOPMENT PROGRAMS

Responsible for Training :

Responsible for Training Top Mgmt Frames the Training policy HR Dept plans, establishes and

evaluates Supervisors implement and apply development procedure Employees provide feedback,

revision and suggestions

Slide 12:

THANKS




Training & Development

TRAINING DEFINED :

TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of

employees.

Slide 3:

Training is activity leading to skilled behavior. Its not what you want in life, but its knowing how to

reach it Its not where you want to go, but its knowing how to get there Its not how high you want to

rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will

be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of

goals, but its more like a vision Its not the goal you set, but its what you need to achieve it

Slide 4:

TRAINING AND DEVELOPMENT OBJECTIVESThe principal objective of training and development division

is to make sure the availability of a skilled and willing workforce to an organization. In addition to that,

there are four other objectives: Individual, Organizational, Functional, and Societal.Individual Objectives

help employees in achieving their personal goals, which in turn, enhances the individual contribution

to an organization.Organizational Objectives assist the organization with its primary objective by

bringing individual effectiveness.Functional Objectives maintain the departments contribution at a

level suitable to the organizations needs.Societal Objectives ensure that an organization is ethically

and socially responsible to the needs and challenges of the society.

R OLEOF TRAINING :

ROLE OF TRAINING

Importance Of Training and Development :



Importance Of Training and Development Optimum Utilization of Human Resources Development of

Human Resources Development of Human Resources Productivity Team spirit Organization Culture

Organization Climate Quality Healthy work-environment Health and Safety Morale Image Profitability

Training and Development aids in organizational development

Importance Of Training Objectives :

Importance Of Training Objectives Training objective is one of the most important parts of training

program. Training objectives are of great significance from a number of stakeholder perspectives,1.

Trainer 2. Trainee 3. Designer 4. Evaluator

Training As Consultancy :

Training As Consultancy Training consultancy provides industry professional to work with an

organization in achieving its training and development objectives.Estimation of Training OutsourcingIt

has been estimated that 58% of the emerging market in training outsourcing is in customer education,

while only 42 percent of the market is in employee education.

The training consultancies offer various benefits such as: :

The training consultancies offer various benefits such as:

Slide 11:

Importance of Training Consultancies It helps in enhancing companys image It helps in strengthening

the team spirit It helps in applying knowledge, developing core competencies, and reducing work load

It helps in improving the work relations It helps in developing focused and inspired staff It leads to

greater chances of success

Slide 12:

Consultants can provide help on following areas: Management Development TeamBuilding

Leadership Health & Safety Training Interpersonal Skills Sales TrainingEXAMPLE: T.V. Rao Learning

Systems is a popular training consultancy in India.



Slide 13:

Role of HRD Professionals in TrainingThis is the era of cut-throat competition and with this changing

scenario of business; the role of HR professionals in training has been widened. HR role now is:1. Activeinvolvement in employee education2. Rewards for improvement in performance3. Rewards to be

associated with self esteem and self worth4. Providing pre-employment market oriented skill

development education and post employment support for advanced education and training5. Flexible

access i.e. anytime, anywhere training

Models of Training :

Models of Training Training is a sub-system of the organization because the departments such as,

marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a

transforming process that requires some input and in turn it produces output in the form of knowledge,

skills, and attitudes (KSAs).

Slide 15:

The three model of training are:1. System Model 2. Instructional System Development Model 3.

Transitional model

SystemModel Training :

System Model Training The system model consists of five phases and should be repeated on a regular

basis to make further improvements. The training should achieve the purpose of helping employee to

perform their work to required standards. The steps involved in System Model of training are as follows:

Slide 18:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement,

who needs training, what do they need to learn, estimating training cost, etc The next step is to develop

a performance measure on the basis of which actual performance would be evaluated. 2. Design and

provide training to meet identified needs. This step requires developing objectives of training,

identifying the learning steps, sequencing and structuring the contents.



Slide 19:

3. Develop- This phase requires listing the activities in the training program that will assist the

participants to learn, selecting delivery method, examining the training material, validating informationto be imparted to make sure it accomplishes all the goals & objectives.4. Implementing is the hardest

part of the system because one wrong step can lead to the failure of whole training program.5.

Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work

performance. Making necessary amendments to any of the previous stage in order to remedy or

improve failure practices.

Instructional System DevelopmentModel(ISD)Model :

Instructional System Development Model(ISD)Model Instructional System Development model was

made to answer the training problems. This model is widely used now-a-days in the organization

because it is concerned with the training need on the job performance. Training objectives are defined

on the basis of job responsibilities and job description and on the basis of the defined objectives

individual progress is measured. This model also helps in determining and developing the favorable

strategies, sequencing the content, and delivering media for the types of training objectives to be

achieved.The Instructional System Development model comprises of five stages:

Slide 22:

1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience

analysis.2. PLANNING This phase consist of setting goal of the learning outcome, instructional

objectives that measures behavior of a participant after the training, types of training material, media

selection, methods of evaluating the trainee, trainer and the training program, strategies to impart

knowledge i.e. selection of content, sequencing of content, etc.

Slide 23:

3. DEVELOPMENT This phase translates design decisions into training material. It consists of

developing course material for the trainer including handouts, workbooks, visual aids, demonstration

props, etc, course material for the trainee including handouts of summary. 4. EXECUTION This phase

focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food

facilities, cooling, lighting, parking, and other training accessories.5. EVALUATION The purpose of this



phase is to make sure that the training program has achieved its aim in terms of subsequent work

performance. This phase consists of identifying strengths and weaknesses and making necessary

amendments to any of the previous stage in order to remedy or improve failure practices. The ISD

model is a continuous process that lasts throughout the training program. It also highlights that

feedback is an important phase throughout the entire training program. In this model, the output of one

phase is an input to the next phase.

TransitionalModel :

Transitional Model Transitional model focuses on the organization as a whole. The outer loop describes

the vision, mission and values of the organization on the basis of which training model i .e. inner loop is

executed. Vision focuses on the milestones that the organization would like to achieve after the

defined point of time. A vision statement tells that where the organization sees itself few years down

the line. A vision may include setting a role mode, or bringing some internal transformation, or may bepromising to meet some other deadlines. Mission explain the reason of organizational existence. It

identifies the position in the community. The reason of developing a mission statement is to motivate,

inspire, and inform the employees regarding the organization. The mission statement tells about the

identity that how the organization would like to be viewed by the customers, employees, and all other

stakeholders.Values is the translation of vision and mission into communicable ideals. It reflects the

deeply held values of the organization and is independent of current industry environment. For

example, values may include social responsibility, excellent customer service, etc.

Methods of Training :

Methods of Training There are various methods of training, which can be divided in to cognitive and

behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on

trainees keeping their background and skills in mind before giving training.Cognitive methods are more

of giving theoretical training to the trainees. The various methods under Cognitive approach provide the

rules for how to do something, written or verbal information, demonstrate relationships among

concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating

learning.

The various methods that come under Cognitive approach are: :

The various methods that come under Cognitive approach are: LECTURES DEMONSTRATIONS

DISCUSSIONS



Slide 28:

Behavioral methods are more of giving practical training to the trainees. The various methods under

Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for

skill development.

Slide 29:

GAMES AND SIMULATIONSBEHAVIOR-MODELING Behavior modeling focuses on developing behavioral

and interpersonal skills. This type of method can be used for training in Sales training Interviewee

training Interviewer training Safety training Interpersonal skills training The various methods that come

under Behavioral approach are:

Slide 30:

BUSINESS GAMES Some of the benefits of the business games are: It develops leadership skills It

improves application of total quality principles It develops skills in using quality tools It strengthen

management skills It demonstrates principles and concepts It explores and solves complex problem

Slide 31:

CASE STUDIES Case Study method focuses on: Building decision making skills Assessing and developing

Knowledge, Skills and Attitudes (KSAs) Developing communication and interpersonal skills Developing

management skills Developing procedural and strategic knowledge

Slide 32:

EQUIPMENT STIMULATORS Equipment simulators are the mechanical devices that necessitate trainees

to use some actions, plans, measures, trials, movements, or decision processes they would use with

equipment back on the their respective work place. It is imperative that the simulators be designed to

repeat, as closely as possible, the physical aspects of equipment and operational surroundings trainees

will find at their work place. This is also called as physical fidelity of the simulation. Equipment

simulators can be used in giving training to: Air Traffic Controllers Taxi Drivers Telephone Operators Ship

Navigators Maintenance Workers Product Development Engineers Airline Pilots Military Officers



Slide 33:

IN-BASKET TECHNIQUEIn-Basket Technique It provides trainees with a log of written text or

information and requests, such as memos, messages, and reports, which would be handled by manger,

engineer, reporting officer, or administrator.

R OLE PLAYS :

ROLE PLAYS Role play is a simulation in which each participant is given a role to play. Trainees are given

with some information related to description of the role, concerns, objectives, responsibilities,

emotions, etc. Then, a general description of the situation, and the problem that each one of them

faces, is given. For instance, situation could be strike in factory, managing conflict, two parties in

conflict, scheduling vacation days, etc. Once the participants read their role descriptions, they act out

their roles by interacting with one another. Role Plays helps in Developing interpersonal skills andcommunication skills Conflict resolution Group decision making Developing insight into ones own

behavior and its impact on others

Slide 35:

MANAGEMENT DEVELOPMENT Management Development has become very important in todays

competitive environment. According to a survey, those companies that align their management

development with tactical planning are more competitive than the companies who are not. It has also

been indicated that 80% of the companies report MDP, compared with 90% that provide executive

leadership training. For most of the companies 37% of the training budgets go to management

development and learning programs. Therefore, it is important to consider management development

as an important part of organizational competitiveness. Management development method is further

divided into two parts:ON THE JOB TRAINING The most frequently used method in smaller

organizations that is on-the-job training. This method of training uses more knowledgeable, experienced

and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and

experienced employees. OJT can be delivered in classrooms as well. This type of training often takes

place at the work place in informal manner. The development of a managers abilities can take place on

the job. The four techniques for on-the job development are:

Slide 36:

It is one of the training methods, which is considered as a corrective method for inadequate

performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000



companies are using coach for their executives. These coaches are experts most of the time outside

consultants. Procedure of the CoachingThe procedure of the coaching is mutually determined by the

executive and coach. The procedure is followed by successive counseling and meetings at the

executives convenience by the coach.Understand the participants job, the knowledge, skills, and

attitudes, and resources required to meet the desired expectation Meet the participant and mutually

agree on the objective that has to be achieved Mutually arrive at a plan and schedule At the job, show

the participant how to achieve the objectives, observe the performance and then provide feedback

Repeat step 4 until performance improves For the people at middle-level management, coaching is

more likely done by the supervisor; however experts from outside the organization are at times used for

up-and-coming managers. Again, the personalized approach assists the manger focus on definite needs

and improvement. COACHING

Slide 37:

MENTORING Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the organization goes to

achieve its vision and mission to the junior employee.The meetings are not as structured and regular

than in coaching. Executive mentoring is generally done by someone inside the company. The executive

can learn a lot from mentoring. By dealing with diverse mentees, the executive is given the chance to

grow professionally by developing management skills and learning how to work with people with diverse

background, culture, and language and personality types. JOB ROTATIONThis approach allows the

manger to operate in diverse roles and understand the different issues that crop up. If someone is to be

a corporate leader, they must have this type of training. A recent study indicated that the single most

significant factor that leads to leaders achievement was the variety of experiences in differentdepartments, business units, cities, and countries.

Slide 38:

Benefits of Job Rotation Some of the major benefits of job rotation are: It provides the employees with

opportunities to broaden the horizon of knowledge, skills, and abilities by working in different

departments, business units, functions, and countries Identification of Knowledge, skills, and attitudes

(KSAs) required It determines the areas where improvement is required Assessment of the employees

who have the potential and caliber for filling the position

JOB INSTR UCTION TECHNIQUE (JIT) :



JOB INSTRUCTION TECHNIQUE (JIT) Job Instruction Technique (JIT) uses a strategy with focus on

knowledge (factual and procedural), skills and attitudes development Procedure of Job Instruction

Technique JIT consists of four steps: Plan Present Trial Follow-up

Slide 40:

OFF THE JOB TRAINING There are many management development techniques that an employee can

take in off the job. The few popular methods are: SENSITIVITY TRAINING Sensitivity training is about

making people understand about themselves and others reasonably, which is done by developing in

them social sensitivity and behavioral flexibility. Social sensitivity in one word is empathy. It is ability of

an individual to sense what others feel and think from their own point of view. Behavioral flexibility is

ability to behave suitably in light of understanding.

Procedure of Sensitivity Training :

Procedure of Sensitivity Training

Slide 42:

TRANSACTIONAL ANALYSISTransactional Analysis provides trainees with a realistic and useful method

for analyzing and understanding the behavior of others. In every social interaction, there is a motivationprovided by one person and a reaction to that motivation given by another person. This motivation-

reaction relationship between two persons is a transaction. Transactional analysis can be done by the

ego states of an individual.

Slide 43:

There are basically three ego states:Child: It is a collection of recordings in the brain of an individual of

behaviors, attitudes, and impulses which come to her naturally from her own understanding as a child.

The characteristics of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious,

etc. Verbal clues that a person is operating from its child state are the use of words like I guess, I

suppose, etc. and non verbal clues like, giggling, silent, attention seeking, etc. Parent: It is a collection

of recordings in the brain of an individual of behaviors, attitudes, and impulses imposed on her in her

childhood from various sources such as, social, parents, friends, etc. The characteristics of this ego are to

be overprotective, isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent

states are the use of words like, always, should, never, etc and non-verbal clues such as, raising



eyebrows, pointing an accusing finger at somebody, etc. Adult: It is a collection of

reality testing, rational behavior, decision-making, etc. A person in this ego state verifies, updates the

data which she has received from the other two states. It is a shift from the taught and felt concepts to

tested concepts. All of us evoke behavior from one ego state which is responded to by the other person

from any of these three states.

Slide 44:

LECTURES SIMULATION EXERCISES

Training-Design :

Training-Design

training and development word

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