TRAINING AND MANAGEMENT

DEVELOPMENT PROGRAME
 Key words
• Education.
• Learning.
• Training.
• Management development programe.

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 DEFINITION-learning
• is an efficient procedure to process ,interpret, and respond to
both internal and external information, concerned with
development of new knowledge or insights that have the
potential to influence the behaviour while working for the
org.
• It is also been defined as a coordinated systems change, with
built in mechanism for individuals and groups to access build,
and use org. memory structure and culture to develop long
term org. capacity .

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 Def- trg.
• Trg. And development may be under stood any attempt to
improve current or future employee performance by
increasing an employees ability to perform through
learning ,usually by changing the employee attitude or
increasing his or her skills and knowledge . The need for
trg&dev. is determined by employees performance deficiency
• TRG. DEV. NEED=STANDARD PERF.-ACTUAL PERFORMANCE.

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 Clarity in thought.
• Training-process of imparting specific skills.
• Education-confined to theoretical learning in
class room.
• Development-learning opportunities designed
to help employees grow. not primarily skill
oriented. it provides GK and attitudes which
will help in higher positions.

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 Purpose of training
• Rendering better service to the patients.
• Reducing waste.
• Filling higher posts.
• Promoting safety measures.
• Teaching employees to efficiently operate
new equipment which are going to be
installed.

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 Advantages of training.

• Enhances aptitude, skill, and abilities of the staff to perform

specific jobs better.
• Brings about an improvement in the quality and quantity of
output by increasing the skill of the employee.
• Can make better use of material and equipment.
• Helps to spot promising employees.
• Helps in locating mistakes in selection process.
• Creates a feeling of security that they are properly looked
after by management.

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 Training and education
Training. Education.
application Theoretical orientation
Job experience Class room learning
Specific tasks General concepts
Narrow perspective Broad perspective.

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What is the first step in planning for Trg?

• Conducting of needs
assessment

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 .Needs assessment.

• It diagnoses present problems and future

challenges.
• Costly trg/less costly interventions.
• Selection, compensation, package, job design

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 Needs assessment
Two levels-individual and group level

• Individual-when his/her performance falls short

of expectations.
• May be due to KSA deficiency.
• Incongruence between performance and reward.
• Inadequate feed back or system obstacles.
• Other initiates like job aid, change of job,
transfer, and lastly
• termination

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 Needs assessment. contd…..
• Anticipated skills of employee.
• Face threat from technology change.
• Prepare employees to face new challenges
• Deputation to part time MBA.
• Possible transfer.

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 Needs assessment. Contd…
• Group level.
• Any change in organizations .introduction of new line
of products. strategy.
• High scrap or accidents rate.
• Low morale/motivation.

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Methods used in trg. Needs assessment
Group/org. analysis Individual analysis
Org. goals and objectives Performance appraisal
Personeel/skill inventories Interviews
Org. climate indices. Questionnaires
Efficiency indices. Work sampling

Exit interviews Attitude survey

MBO or work planning systems Training report
Quality circles Rating scales
Customer survey
Projected changes in org.

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 Benefits of needs assessment
• Trainers may be informed about the broader needs
of the trainees.
• Trainers are able to pitch their course inputs closer
to the specific needs of the specific needs of the
trainees.
• Assessment makes he trg. Dept. more accountable
and more clearly linked to other human resources
activities ,which may make the training programe
easier to sell to the mangers

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 Consequences of absence of Trg. Needs
assesment
• Loss of business.
• Constraints on business development
• Higher labour turn over
• Poorer quality applicants.
• Increased over time working
• Higher rates of pay, overtime, premium payments.
• Higher recruitment costs, including advt. time, incentives.
• Grater pressure and stress on mgt. and staff to provide cover.
• Additional retention costs –flexible working hours, payment
structure,

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Absence of trg. Needs assessment .contd……

• Need for job design and revision of job specification.

• Undermining carrier paths and structure.
• Higher training costs.

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 Determining Trg. Needs.
• Duty of the HRM dept.
• Obtain evidence of needs.
• From
• exit interviews,
• complaints from supervisors, and managers,
• staff turn over rate,
• complaints from patients and visitors.
• .

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 Three steps to D.T.N.

• Org. analysis –
where trg. emphasis has to be given.
• Operations analysis
to decide what should be the content
• Man analysis
– to determine who needs trg. And what skills,
knowledge, or attitudes should be augmented

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 Systematic Trg.
• It is specifically designed planned, and implemented to meet
defined needs.
• It is to be provided by people who know how to train and the
impact of the training is care fully evaluated.
• It consists of 4 stage model.
– Identify the trg needs.
– Decide what sort of trg is required to satisfy these needs.
– Use experienced and trained trainers to implement trg.
– Follow up and evaluate trg to ensure that it is effective.

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Steps in systematic trg.

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 Designing Trg.& Develop. programe

1. Who are the participates in the programe?

2. Who are the trainers?
3. What methods and techniques are to be used?
what should be the level of trg.?
4. What learning principles are needed?
5. Where is the program conducted?

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 Who participates in the trg. Progrm.

• By self nomination.
• Recommendation of supervisors.
• Recommendation by HRM.
• Rank and file and the supervisors.

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 Who are the trainers

• Immediate supervisors.
• Coworkers as in buddy system.
• Members of HR staff.
• Specialists in parts of the org.
• Out side consultants.
• Industry associations.
• Faculty members at universities.

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 What methods and techniques are used.
On the job method Off the job method.
Orientation trg. Vestibule
Job instruction trg. Lecture
Apprentice trg. Special study
Internship & assistance ship. Films
Job rotation Television
coaching Conference/discussion
Case study
Role playing, simulation, programe
instruction, Laboratory t raining.

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 Important techniques of trg.
• Lecture-verbal presentation of information by
instructor to large audience
• Audio-visuals.
• OJT-on the job training.
• Programmed instruction.
• Computer assisted instruction(CAI)
• Simulation
– Case study
– Role playing
– vestibule Training
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 What should be the level of Trg.
• Based on inputs of TNA
• Basic level.-language, concepts ,relationships.
• Skill development
• Increased operational efficiency.

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 Principles of learning
• Employees motivation.
• Recognition of individual difference.
• Practice opportunities.
• Reinforcement. -positive, negative.
• Knowledge of results.-feed back.
• Goals.
• Schedule of learning. Duration of practice,duration and
• positioning of rest
• Meaning of material
• Transfer of learning.

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 Conducting of Trg.
• At the job.
• Onsite but not the job.
• Off site.

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 Implementation of the Trg. Programe

• Problems
Managers are action oriented and try to escape as too busy.
Availability of trainers. scheduling the Trg. Without disrupting
work.
• Action on the following lines.
• Deciding the location and org. trg and other failities.
• Scheduling the trg.progrm.
• Conducting the trg.progrm.
• monitoring the progress of the trainees.

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 Evaluation of the trg. Progrm.
• Need for evaluation.
Is it accomplishing specific trg. Objectives.
Change in trainees is due to trg.?
Cost effectiveness.
Explain progrm failure.
Credibility is enhanced if org. has benefitted with trg.
Incorporating necessary changes in future.

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 Principles of evaluation
• Consultant must be clear about the goals.
• Must be continues.
• Must be specific.
• Must provide the means and focus for trainers to appraise
themselves, practices, and product.
• Must be based on objective methods and standards.
• Trainers and related agencies should not be involved in
evaluation.
• Reasonable time frame but with specific target and dead line.

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 Criteria for evaluation
• Training validity.
• Transfer validity.
• Intra org. validity.
• Inter org. validity.

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 Evaluation techniques
• Experimental and control group.
• Longitudinal or time series.
• Pre and post test- questionnaire, interview.
• Cost benefit analysis.
Costs involved are salaries of trg staff, purchase of equipment.
progrm. devlop. Costs. evaluation costs, trainers costs,rental,
wages of trainees .
Benefits-rupee payback in terms of improvement in trainees
performance, behavioural change, longevity of the period.

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 Levels of evaluation
• Reaction.
• Learning.
• Behaviour.
• Results.- productivity, efficiency, quality, customer service,
customer satisfaction survey, sales figures.

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 Impediments to effective training
• Lack of mgt. commitment.
Ability to use technology, maintain it, to diagnose system problem
• Aggregate spending on trg, is inadequate
• Educational inst. Awrd degrees but graduates lack
skills.
• Large scale poaching of trained workers.
• Employers and B schools must develop closer ties.
• Organised labour/trade unions must come forward.

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 Management development
• It is concerned with improving managers
performance in their present roles and
preparing them for grater responsibilities in
the future.
• An attempt to improve managerial
effectiveness through learning process.

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Principles of management development
• Long term strategy-comprehensive, with inclusion of all
managers in the org.
• Integration of mgt.trg with work.
• It should be designed as progressive to help with total career.
• Mgt. develop. Prg. Should be collabarative.
• Tailor made for the org. meeting the objectives.
• Related to individual needs. adopted to varying strengths
• It should be monitored and evaluated.

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 Methods of M.D.P.
• Formal mgt. education programs.
• Mgt. seminars.
• job rotation.
• Lectures.
• Role playing.
• Sensitivity trg.-open and determined by group.
• Delegation.
• Promotion.
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