Training as a tool for increasing

manpower productivity

Adhir Singhal
Dy General Manager,
ALTTC, BSNL

1
Agenda
• Importance of Training
• Who Will Do the Training
• How Employees Learn Best
• Developing a Job Training
Program
• Retraining
• Overcoming Obstacles to
Learning

2
• THERE IS NOTING TRAINING CAN
NOT DO; NOTHNG IS ABOVE ITS
REACH;IT CAN TURN BAD MORALS
TO GOOD, IT CAN DESTROY BAD
PRINCIPLES and CREATE GOOD
ONES, IT CAN LIFT MEN TO
ANGELSHIP.
Mark Twain

3
AND
AND OF
OF COURSE
COURSE A
A PICTURE…
PICTURE…

The training these days is just

so high tech but still inefficient!

4
DELIVERING
DELIVERING CUSTOMISED
CUSTOMISED TRAINING
TRAINING
SUCCESSFULLY
SUCCESSFULLY

“Tell me and I forget, teach

me and I remember, involve
me and I learn”

- Benjamin Franklin

5
 The Workplace Skills Strategy

 Human capital is increasingly regarded as

one of the major drivers of productivity,
economic growth and competitive
advantage. As a demand-driven
 Recognizing the importance of human approach to human resource
capital, the training manpower sets out and skills development, the
to generate: Training will build and
strengthen relationships with
• A skilled, adaptable, motivated and resilient and among workplace
workforce partners and better engage
employers, unions to
• A flexible, efficient labour market
respond to the challenges of
• A responsive strategy to meet employers workplace skills
needs for skilled workers development.

• A learned employee can retain customers

and increase business & market share thro’
proper behavior and good public relations

6
 An organization is only as good as it’s
employees.
• In order for an organization to produce professional career
minded employees an investment has to be made.

7
 What type of investment must an employer
offer employees to gain this?
• An investment in training and education is a sure payoff.

8
 Trends in Proportions Viewing Skill
Shortages as a ‘Serious Problem’

70%
60% 61%
57% 58% 59%
60% 55% 55%
48%
50%
1996
40%
30% 31% 2002
30%
c20% 2005
20% 16%

10%
0%
Private Public Private Labour Public Labour
Managers Managers

9
 Importance of Training
Managers: Importance to overall business strategy
Labour leaders: Importance to collective bargaining issues
50%
45% 44%

40% 37%
35%
29% 30%
30%
25% managers
25% 22%
labour
20%
15%
10% 9%
5%
5%
0%
not/slightly important important very important crucial

10
 Examples of Training Investments
 Industry and government in the United States spend
approximately $90 billion each year on employee training and
education.
 Average Japanese companies spends about 6% of budget on
training.
 Study of major automobile manufactures found U. S
automakers spend about 40 hours training new employees
compared to 300 hours for Japanese automakers.
 Motorola’s CEO required all divisions to spend at least 2% of
budget on training. Over next 7 years, profits increased 47%
and it was estimated that each $1.00 in training yielded $30.00
in return.
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TRAINING ACTIVITIES SHOULD BE
ALIGNED WITH OVERALL
OBJECTIVE OF THE
ORGANISATION,
WITH A MEANINGFUL EMPHASIS ON
VALUE ADDITION TO OUR
HUMAN RESOURCES.

12
 Case Study in Training to
Support Industry Standards
The British Health Service Project

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 The British National Health Service

• 1.3 million employees needed basic IT

skills training
Main objectives:
• Address productivity issues
• Prevent resistance to change by preparing
for it
• Effect a change of behaviour and change of
attitude
14
 Factors to consider
• Training to benefit organisation
• Training to benefit employees
• Training to benefit the industry
• Provide a good return on investment?

15
Results - Independent Survey
• 99% rated training experience as ‘very’ or ‘quite’
worthwhile.
• 83% wanted to progress to further training
• 94% “much more” or “more” confident in use of
ICT
• Positive attitude to new systems up from 30% to
74%
• Negative attitude to new systems down from 30%
to 3%

16
 Return on Investment
Hours spent learning less than hours saved by use of new
skills
Hours Learning & Hours Saved (Per Year)

160
140
120
100
80 Hours Learning

60 Hours Saved

40
20
-
Medical Allied Nurses Support Primary

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 Investment

• To invest properly, the employer must provide training as

one of the needed tools for employees to get the job done.

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 Why Training?

• The sharing of information through training is our most

valuable tool to develop our most valuable asset…our
employees.

19
 Once employees have proper “tools” in their
toolbox
• They will come to work on a daily basis, with enthusiasm
and the positive attitude to give a full days work for a full
days pay.

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TRAININGS SHOULD AIM AT

• EMPOWERING THE EMPLOYEES

• INCREASING PRODUCTIVITY
• MAKING THE PROCESSES MORE
EFFICENT AND EFFECTIVE
so as to
ENSURE ULTIMATE
CUSTOMER SATISFACTION
IMPROVE THE OVERALL
PERFORMANCE OF THE ORGANISATION.
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 Importance of Training – contd…

1. Respond to technology changes affecting

job requirements.
2. Respond to organizational restructuring.
3. Adapt to increased diversity of the
workforce.
4. Support career development.
5. Fulfill employee need for growth.

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 Importance of Training and
Development
• Maintain skill levels
• Advance skill and knowledge to improve
– Performance (efficiency)
– Service delivery (error rate)
– Profitability (productivity, manpower)
• Integrate new technologies into work
• Establish standards for work practices
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 Benefits of Training -
Individuals
• Do job more efficiently – learn new
methods
• Professional approach to work, engaged in
best practice routines
• Personal satisfaction – felt valued
• Recognised qualification to add to CV

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The Importance of Employee Training in
Increasing Sales

• What Does Employee Training Do For Your

Business?
– Keeps Good Employees
– Expands Your Offerings = Business
– Provides Better
Customer Service
– Makes you MONEY!!
25
The Importance of Employee Training in
Increasing Sales
• Keeps Good Employees
– No training program says to your employees:
• you’re not worth it
• you can’t be trained
– Training programs say:
• We value you enough to put some time (money!)
into making you better!
• We value your thinking

“Employees don’t quit companies,

They quit bosses!” 26
The Importance of Employee Training in
Increasing Sales

“We’re in this thing together”

27
The Importance of Employee Training in
Increasing Sales
• Expands your offerings - your business:
– training = thinking
– training exposes employees to:
• “how we do it” = in-house training
• “how others do it” = outside training
– Well trained, thinking employees can provide a
fresh outlook =
• new business opportunities
• better ways of doing things
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The Importance of Employee Training in
Increasing Sales
• Customer Service: Is it Selling or
Marketing??
Selling: providing a product
to customers for money
Marketing: convincing customers
they need the product

+ =
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The Importance of Employee Training in
Increasing Sales
• Better Customer Service:
– Direct Customer interaction changes as a
business grows
– With a small business, the chance of interacting
may be 100%

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customer owner
The Importance of Employee Training in
Increasing Sales
• What are your employees saying to the
customers?
We don’t know

I require…!!

We can’t help you

We don’t sell
anything like that

customer
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The Importance of Employee Training in
Increasing Sales
• Good Employees
• Expanded Business
• Better Customer Service

• Makes you MONEY!!

32
The Benefits of Training
• Gives the supervisor more time to
manage, standardized performance, less
absenteeism, less turnover, reduced
tension, consistency, lower costs, more
customers, better service
• Gives the workers confidence to do their
jobs, reduces tension, boost morale and
job satisfaction, reduces injuries and
accidents, gives them a chance to
advance.
• Gives the business a good image and
more profit.
33
 Benefits of Training-a summary

• Improved customer service and public relations

• Fewer complaints
• Better morale and attitudes
• Less turnover and absenteeism
• More involved and caring employees
• Proactive vs. reactive employees

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• MANAGEMENT’s ONE OF THE
MOST IMPORTANT FUNCTIONS IS
TO TRAIN PEOPLE FOR THEIR
JOBS.

35
Then why is training often neglected?
• Urgency of need
• Training time
• Costs
• Employee turnover
• Short-term worker
• Diversity of worker
• Kinds of jobs (simple-complex)
• Not knowing exactly what you
want your people to do and how
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 Attitudes to training
Individual:
• How is that related to
what I do?
• “I’m good at my job and
anyway, I have no time”
• “I suppose that’s my
weekends shot for
months!”
• “Are they trying to get rid
of me?”
Employer:
• How can I be sure the
organisation will benefit?
• Training is so expensive –
how will I know if it has
been effective?
• Will this effect the goal of
developing and implementing
standards and protocols for
the organisation?
• “If I train them, they’ll
leave”
37
 Our front-line employees are often “good”
will ambassadors.
• Yet they are the ones who hold the most “thankless” job.
Their role and their understanding of their role is the vital
key towards their development and their ability to provide
excellent customer service.

38
 Importance of Training
Teaching people How to do Their Jobs:
• There are three kinds of training:
Job Instruction, Retraining, and
Orientation.
• The big sister/ big brother system
is when a old hand dominates a
newcomer.
• When good training is absent there
is likely to be an atmosphere of
tension, crisis, and conflict because
nobody knows what to do.
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 Training Process Model

II. Developing &

I. Needs
Conducting
Assessment
Training

III. Evaluating
Training

40
 I. Needs Assessment

1. Organizational Level

2. Job Level

3. Individual Level
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 1. Organizational Level
• Technology change.
• Organizational restructuring.
• Change in workforce.
• Marketing Plans.
• Productivity measures
42
 2. Job Level
• Job and task analysis.
• Identify Key areas.
• Review procedural and technical
manuals.

Design Training Program

43
 3. Individual Level
Determine who needs training and what
kind.
• Tests.
• Prior training and experience.
• Performance review.
• Career assessment.

44
 II. Developing and Conducting Training

1. Determine location and who will conduct the

training.
o Onsite facilities vs. offsite.
o Inside training staff vs. outside vendors.

2. Develop training curricula.

Based on job/task analysis and individual needs.

3. Select training methods.

o Considering learning principles.
o Consider appropriateness and cost. 45
Developing a Unit Training Program
• This is taught in several sessions.
• It should provide check points to
measure progress.
• Should include two elements:
1. Showing and telling the
employee what to do.
2. Having the employee do it
(right).
• Location should be ambient.
• Training materials should be the
same as used on the job.
46
Who will do the Training?
• The magic apron method: people train
themselves the easiest ways to get the job
done.
• The person that is leaving trains:
teaches shortcuts and ways of breaking the
rules.
• Big sister, big brother method: passes on
bad habits and may resent new person as a
competitor.
• The logical person to train new workers
is The employer!
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How do Employees Learn the Best?

• Learning is the acquisition

of skills, knowledge, or
attitudes.
• The adult learning theory
is a field of research that
examines how adults learn.
A number of the following
tips come from the adult
leaning theory.

48
 How employees learn the best:
• When they are actively involved in the
learning process-(to do this choose a
appropriate teaching method).
• Training is relevant and practical.
• Training material is organized and
presented in chunks.
• Training is in an informal, quiet, and
comfortable setting.
• When they have a good trainer.
• When they receive feedback on
performance.
• When they are rewarded. 49
How do Employees Learn the Best?

“Tell me and I forget, teach

me and I remember, involve
me and I learn”

- Benjamin Franklin

50
 Kinds of training
• Informal – on the job, “phone a friend”
• Formal – “attendance” or “completion”
• Formal – certified, vindicated
– Evidence of Return on Investment
– Must be planned
– Allows for customisation, relates to workplace
standards

51
Job Instruction Training (JIT)
• Also called on the job training.
• Consists of 4 steps:
1. Prepare the learner
2. Demonstrate the task
3. Have the worker do the task
4. Follow through: put the
worker on the job, correcting and
supporting as nessicary.
52
 Classroom Training Skills
• Be aware of appropriate body
language and speech.
• Watch how you talk to employees.
Covey respect and appreciation.
• Handle problem behaviors in an
effective manner.
• Avoid time wasters.
• Facilitate employee participation
and discussion.
• Use visual aids to avoid constantly
referring to notes.
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 DELIVERING
DELIVERING CUSTOMISED
CUSTOMISED TRAINING
TRAINING
SUCCESSFULLY
SUCCESSFULLY

MAKE IT FUN – RULES FOR LEARNING:

1. ASK QUESTIONS
 The only dumb questions are the ones you don’t
ask!

2. MAKE MISTAKES
 Training is a great place to make mistakes. The you
won’t make as many at work in the live environment!

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 DELIVERING
DELIVERING CUSTOMISED
CUSTOMISED TRAINING
TRAINING
SUCCESSFULLY
SUCCESSFULLY

MAKE IT FUN – RULES FOR LEARNING Continued…

3. HAVE FUN
 This rule is very important

4. CHEAT
 Watch how other people do things or yell for help

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 Types ofofTraining
3. Types Training

1. Skills Training. 5. Creativity Training.

2. Retraining. 6. Literacy Training.
3. Cross-Functional. 7. Diversity Training.
4. Team Training. 8. Customer Service.

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1. SKILLS TRAINING

Focus on job knowledge

and skill for:
• Instructing new hires.
• Overcoming
performance deficits of
the workforce.

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 2. Retraining

Maintaining worker knowledge and

skill as job requirements change due
to:
• Technological innovation
• Organizational restructuring

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3. Cross-Functional Training

Training employees to perform a

wider variety of tasks in order to
gain:
• Flexibility in work scheduling.
• Improved coordination.

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 4. Team Training

Training self-directed teams

with regard to:
• Management skills.
• Coordination skills.
• Cross-functional skills.
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 5. Creativity Training

Using innovative learning

techniques to enhance
employee ability to spawn
new ideas and new
approaches.

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 6. Literacy Training

Improving basic skills of the

workforce such as mathematics,
reading, writing, and effective
employee behaviors such as
punctuality, responsibility,
cooperation,etc.

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 7. Diversity Training

Instituting a variety of programs

to instill awareness, tolerance,
respect, and acceptance of
persons of different race,
gender, etc. and different
backgrounds.

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8. Customer Service Training

Training to improve
communication, better
response to customer
needs, and ways to
enhance customer
satisfaction.
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 Training Methods

Classroom Video

Computer Assisted
Instruction

Simulation On-the-Job

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 1. Classroom Instruction

PROS CONS
• Efficient dissemination • Learner does not control
of large volume of pace or content
information. • Does not consider
• Effective in explaining individual differences.
concepts, theories, and • Limited practice.
principles. • Limited feedback.
• Provides opportunity for • Limited transfer to job.
discussion.
66
 2. Video and Film

PROS CONS

• Provides realism. • Does not consider individual

differences.
• Adds interest. • Limited practice.
• Allows scheduling • Limited feedback.
flexibility. • Adds additional cost.
• Allows exposure to
due to:
hazardous events.
* Script writers
• Allows distribution to * Production specialists
multiple sites. * Camera crews
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 3. Computer Assisted Instruction
PROS CONS
• Efficient instruction. • Limited in presenting
• Considers individual theories and principles.
differences. • Limited discussion.
• Allows scheduling • Transfer depends on
flexibility. particular job. (Good for
• Allows active practice computer work.)
for some tasks. • High development cost
• Allows learner control. (40-60 hours per hour of
• Provides immediate instruction at approx Rs.
feedback to tasks. 10,000 per hour.)
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 5. Simulation
PROS CONS
• Provides realism. • Cannot cover all job
• Allows active practice. aspects.
• Provides immediate • Limited number of trainees.
feedback. • Can be very expensive (for
example, “aircraft
• Allows exposure to simulators” and “virtual
hazardous events. reality” simulators).
• High transfer to job.
• No job interference.
• Lowers trainee stress.
69
 6. On-The-Job Training
PROS CONS
• Provides realism. • Disruptions to operations.
• Allows active practice. • May damage equipment.
• Inconsistent across
• Provides immediate departments.
feedback. • Inadequate focus on underlying
• High motivation. principles.
• High transfer to job. • Lack of systematic feedback.
• Lowers training cost. • Transfer of improper
procedures.
• Trainee stress.

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Overcoming Obstacles to Learning
• Reduce fear with a positive
approach (convey confidence in the
worker).
• Increase motivation: emphasize
whatever is of value to the learner,
make the program form a series of
small successes, build in incentives
and rewards.
• Limited abilities: adjust teaching to
learners level.
• Laziness, indifference, resistance:
May mean a problem worker. 71
Overcoming Obstacles to Learning
• Teaching not adapted to learners:
Deal with people as they are (teach
people not tasks), keep it simple,
involve all the senses.
• Poor training program: revise to
include objectives.
• Poor instructor: The trainer needs
to know the job, be a good
communicator + leader, sensitive,
patient, helpful, etc.

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 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

73
 Types of Evaluation Designs

Train Measure

Post Test Only. Cannot tell if there is a change in

knowledge or skill.

Measure Train Measure

Pre-test with Post-test. Detects a change, but cannot

tell if training was responsible.
74
 Types of Evaluation Designs

Measure Train Measure

Measure No
Measure
Train

Scientific Method: Training Group and Control Group.

Compare performance of Training Group and Control
Group after training. If Training Group has higher
performance, it can be attributed to a training effect.
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 IV. Transfer
Transfer refers to the trainee’s
application of knowledge and skills
gained in training on the job. It is
affected by:
• Relevance and effectiveness of the training –
readiness, practice, and feedback principles.
• Follow-up instruction and support.
• Reinforcement to use new knowledge and skills.

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