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Training & Development-3

Training & Development-3

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Published by Sophia Ali

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Published by: Sophia Ali on May 21, 2009
Copyright:Attribution Non-commercial


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TRAININGis 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.

DEVELOPMENT, on the other hand, helps the individual handle future responsibilities, with less emphasis on present job duties.

Need and basic purposes of training
To Increase Productivity To Improve Quality To Help a Company Fulfil Its Future Personnel Needs To Improve Organizational Climate To Improve Health and Safety Obsolescence Prevention Personal Growth

The Benefits of Training
How Training Benefits the Organisation v Leads to improved profitability and/or more positive attitudes towards profit orientation. v Improves the job knowledge and skills at all levels of the organization. v Improves the morale of the work force. v Helps people identify with organisational goals. v Helps create a better corporate image.

The Benefits of Training
v Aids in organisational development. v Helps prepare guidelines for work. v Aids in understanding and carrying out organisational policies. v Provides information for future needs in all areas of the organisation. v Organization gets more effective decision making and problem solving. Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

The Benefits of Training
v Aids in increasing productivity and/or quality of work. v Helps keep costs down in many areas, e.g., production, personnel, administration, etc. v Develops a sense of responsibility to the organisation for being competent and knowledgeable. Improves labour-management relations and creates an appropriate climate for growth, communication.

The Benefits of Training
v Reduces outside consulting costs by utilising
competent internal consulting. v Stimulates preventive management as opposed to putting out fires. v Eliminates sub-optimal behaviour. v Helps employees adjust to change. Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the Individual
v Helps the individual in making better decisions and effective problem solving v Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalised and operationalised. Aids in encouraging and achieving selfdevelopment and self-confidence.

Benefits to the Individual
v Helps a person handle stress, tension, frustration and conflict. v Provides information for improving leadership knowledge, communication skills, and attitudes. v Increases job satisfaction and recognition. v Moves a person towards personal goals while improving interaction skills. v Satisfies personal needs of the trainee.

Benefits to the Individual
v Provides trainee an avenue for growth and a say in his/her own future. v Develops a sense of growth in learning. v Helps a person develop speaking and listening skills; also writing skills when exercises are required. v Helps eliminate fear in attempting new tasks.

Benefits in Intra and Inter-group Relations
Improves communication between groups and individuals. Ø Improves interpersonal skills. ØMakes organisation policies, rules and regulations viable. Ø Improves morale. Ø Builds cohesiveness in groups. Ø Provides a good climate for learning, growth, and coordination. Makes the organisation a better place to work.

Training Concepts
Ability: The physical and mental capacity to perform a task. Action learning: Training method that involves giving teams or work groups a problem, having them work on solving it and committing to an action plan, and then holding them accountable for carrying out the plan. Action plan: A written document detailing steps that a trainee and his manager will take to ensure that training

Training Concepts
Action planning: An employee’s process of determining how he will achieve his short-and long-term career goals. Assessment: The collecting of information and providing of feedback to employees about their behavior communication style, or skills. Assessment center: A process in which multiple rates or evaluators (also known as assessors) evaluate employees, performances on a number of exercises.

Training Concepts
Attitude: Combination of beliefs and feelings that predispose a person to behave in a certain way. Attitude awareness and change program: Program focusing on increasing employees’ awareness of their attitudes toward differences in cultural and ethic backgrounds, physical characteristics (e.g., disabilities), and personal characteristics that influence behavior towards others. Basic skills: Skills necessary for employees to perform their jobs and learn the content of training programs.

Training Concepts
Behavior based conflict: Conflict occurring when an employee’s behavior in work roles is not appropriate in non-work roles. Behavior based program: Program focusing on changing the organization policies and individual behaviors that inhibit employees’ personal growth and productivity. Behavior modeling: A training method in which trainees are presented with a model who demonstrates key behaviors to replicate and provides them with the opportunity to practice those key behaviors

Training Concepts
Benchmarking: The use of information about other companies’ training practices to help determine the appropriate type, level, and frequency gains from a training program. Benchmarks: A research instrument designed to measure important factors in being a successful manager. Benefits: What of value the company gains from a training program.

Training Concepts
Blended learning: Learning involving a combination of online learning, face-toface instruction, and other methods. Career: The pattern of work related experiences that span the course of a person’s life. Career development: The process by which employees’ progress through a series of stages, each characterized by a different set of developmental tasks,

Training Concepts
Career insight: The degree to which employees know about their interests as well as their skills strengths and weaknesses, the awareness of how these perceptions relate to their career goals.

Training Concepts
Career management: The process through which employees Become aware of their interests, values, strengths, and weaknesses Get information about job opportunities within a company Identify career goals Establish action plans to achieve career goals Career path: A sequence of job positions involving similar types of work and skills that employees move through in company.

Training Concepts
Case study: A description of how employees or an organization dealt with a situation. Change: The adoption of a new idea or behavior by a company Change management: The process of ensuring that new interventions such as training practices are accepted and used by employees and managers.

Training Concepts
Coach: A peer or manager who works with an employee to motivate him, develop skills, and provide reinforcement and feedback. Cognitive ability: Outcomes used to measure what knowledge trainees learned in a training program. Competency: An area of personal capability that enables an employee to perform his job.

Training Concepts
Competency model: A model identifying the competencies necessary for each job as well as the knowledge, skills, behavior, and personal characteristics underlying each competency. Competitive advantage: An upper hand over other firms in an industry. Competitiveness: A company’s ability to maintain and gain market share in an industry.


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