HRM UNIT-6

TRAINING AND DEVELOPMENT

Identification of Training Needs, Training
Methods, Management Development
Programs
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 WHY TRAINING IS NEEDED?
• To teach the new employees the basic skills they need to
perform their jobs.

• To raise the skill levels and increase the versatility and

adaptability of existing employees.

• The installation of new equipment or techniques

• A change in working methods or products produced

• A realization that performance is inadequate

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• Employee shortage, necessitating the upgrading of some
employees

• A desire to reduce the amount of 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 talent from which to promote from.

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 TRAINING
TRAINING IS A PROCESS WHEREBY PEOPLE ACQUIRE
CAPIBILITIES TO AID IN THE ACHIEVEMENT OF
ORGANIZATIONAL GOALS.

Training is a learning experience, that seeks a relatively

permanent change in an individual ,to improve his /her
ability to perform on the job. Training involve the changing
of skills, knowledge, attitude or social behavior.

Training is an organizationally planned effort to change

the behavior or attitudes of employees so that they can
perform jobs on acceptable standards.
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 TRAINING - DEFINITIONS
“ Training is the organized procedure by which people learn
knowledge and for skill for a definite purpose.”
- DALE .S. BEACH

“ Training is the act of increasing the knowledge and skill

of a employees for doing a particular jobs.”
- EDWIN .B. FLIPPO

“ The training is used here to indicate only process by

which the aptitudes, skills and abilities of employees to
perform specific jobs are increased.”
- MICHAEL J. JUCIUS

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 MANAGERIAL DEVELOPMENT
• Management development is any attempt to improve
managerial performance by imparting knowledge,
changing attitudes, or increasing skills with an aim to
enhance the future performance of the company itself.

• Management development is more future oriented, and

more concerned with education (increasing
understanding-reasoning power-interpretation), where
employee training is more concerned with to assist a
person to become a better performer.

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 TRAINING & DEVELOPMENT
Training is the formal & systematic modification of behavior
through learning which 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, &
which is concerned more with career growth than
immediate performance.

• Training - Designed to provide learners with the

knowledge and skills needed for their present jobs.

• Development - Involves learning that goes beyond today's

job.
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 TRAINING DEVELOPMENT
• Workers • Executives
• Current Job • Current and Future Jobs
• Management Driven • Individual Driven
• Specific Job Related • General Knowledge
Information

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 TRAINING & DEVELOPMENT
TRAINING DEVELOPMENT

FOCUS Current Job Current & future

jobs

Individual Work group or

SCOPE
Employee organization

TIME
Immediate Long term
FREME

Fix current skill Prepare for

GOAL
deficit future work
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demands
 T & D AND EDUCATION
HR programs are divided into three main categories: Training,
Development, and Education
Training is the acquisition of technology, which permits employees 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 in introduced 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 not related to a specific present or future job.
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 completely
evaluated when the learners move on to their future jobs or tasks.

TRAINING & EDUCATION

Training
• Application
• Job Experience
• Specific Tasks
• Narrow Perspective
Education
• Theoretical Orientation
• Classroom Learning
• General Concepts
• Broad Perspective
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 TRAINING THE NEED OF THE TIME
• Changes in organizational structure
• Changes in technology
• Need for more highly skilled workers
• Changes in workforce
• Increased emphasis on learning organizations

CHANGES AFFECTING T & D

• Changes in organizational structure
• Changes in technology
• Need for more highly skilled workers
• Changes in workforce
• Increased emphasis on learning organizations
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 AREAS OF TRAINING
The Areas of Training in which training is offered are classified into
three 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 make the 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 that he can acquire that skill and
contribute meaningfully..

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 focus is on teaching the employee how to be a
team member and get ahead.
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 TRAINING CYCLE
Analyze the Training Needs

Design the
Evaluate the Training Training to Meet
the Needs

Deliver The
Training

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 TRAINING PROCESS

ASSESMENT DESIGN DELIVERY

. Analyze training methods
.Identify training objectives
and criteria
. Schedule training
. Pretest trainees
. Conduct training
. Select training methods
. Monitor training
. Plan training content

EVALUATION
.Measure training outcomes
. Compare outcomes to objectives/criteria

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TRAINING PROCESS
 TRAINING RESPONSIBILITIES
• Setting the Training Policy
• Analysis of Training Needs
• Overall Planning and Co-ordination of Training
• Preparation of a long term training plan
• Preparation of annual training plans
• Design , implementation and evaluation training program
• Financing the training activities
• Selection of trainees
• Selection of trainers

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 ORGANIZATIONAL OBJECTIVES & STRATEGIES
The first step in the training process in an organization is assessment
of
its objectives and strategies. What business are we in? At what level of
quality do we wish to provide this product or service? Where do we
want to be in the future?
TRAINING NEEDS ASSESSMENT
• Needs assessment diagnosis present problems and future
challenges to be met through training and development.
Organizations spend huge amount of money on training and
development.
• Before committing such huge expenses organizations are required
to do training need analysis.
• Needs assessment is done at two levels- group and individual.
 TRAINING NEEDS ASSESSMENT
• What are the Organization's goals?
• What task must be completed to achieve these goals?
• What behaviors are necessary for each job incumbent to complete
his assigned task?
• What attitudes required to perform the necessary behavior.
• Task analysis and performance analysis are the two main ways to
identify training needs
Reasons for Employees Training –

Drop of Productivity
Inadequate Job Performance
High Reject Rate
Arise in Number of Accidents
Change is being imposed on the worker (Technological breakthrough)

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Training Benefits should be higher than Training Cost
 Design the Training to Meet the Needs
BASIC TRAINING METHODS
1. ON-THE-JOB TRAINING
Most widely used method of training, Less costly to Operate. On-the-
job training places the employees in an actual work situation & make
them appear to be immediately productive.
Drawback of on-the –job training-
Low productivity as
employees develop their skills
 Apprenticeship Programs : It is required when job knowledge and
skill are complex , require long time period to learn.
eg. Plumber , Electrician
App. Period- Two to Three years
During this period trainee is being paid less then a 20
 Job Instruction Training(JIT) : It consists of four steps:
(It is training within the industry program.)

•Preparing the trainees by telling them about the job and overcoming
their uncertainties

•Presenting the instructions, giving clear information

•Having the trainees try out the job to demonstrate their

understanding

•Placing the workers into the job, with assistance when required.

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 STAGES FOR
ON JOB TRAINING

PREPARE THE LEARNERS PRESENT THE INFORMATION

. Put them at ease . Tell,show, question
. Find out what they know . Present one point at a time
. Get them interested . Make sure they know

DO-FOLLOW UP TRAINEES PRACTICE

. Put them on their own
.Check frequently
. Reduce follow-up as performance
improves
. Trainees perform tasks
. Ask questions
. Observe and correct
. Evaluate mastery
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 OFF-THE JOB TRAINING
Classroom Lectures
 Use of audiovisuals or demonstrations make classroom learning
interesting
 Break long talk into shorter series
 Maintain eye contact
 Be alert to your audience
 Make sure all can hear
 Keep conclusions short

Films:
Motion pictures are often used in conjunction with conference
discussion to clarify points that film emphasis.

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Simulation Exercise :
It places the trainee in an artificial environment that closely mirrors
actual working condition . Simulation activities include
Case Exercise (Studying a case with in-depth description of problem)
Experimental Exercise (Create a conflict situation, experience the
conflict and work out the solution)
Complex Computer Modeling (widely used in giving training to
Pilots)
 Vestibule Training (Employees learn their jobs on the equipment
they will be using, but training is conducted away from the work place)
BASIC TRAINING Off-the-Job
METHODS Lectures
Audiovisual Tool - Films
On-the-Job Simulated Exercises
Apprenticeship & Job Computer Modeling
Instruction Training(JIT)
Vestibule Training
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Internet-Based
 ADVANTAGES OF TRAINING
 Leads to improved profitability and/or more positive attitudes
toward profits orientation.
 Improves the job knowledge & skills at all levels of the
organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fasters authentically, openness and trust.
 Improves the relationship between boss and subordinate.
 Aids in organizational development.
 Helps prepare guidelines for work.
DISADVANTAGES OF TRAINING
• Can be a financial drain on resources; expensive development and
testing, expensive to operate?
• Often takes people away from their job for varying periods of time
• Equips staff to leave for a better job
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 MANAGERIAL DEVELOPMENT
• Management development is any attempt to improve managerial
performance by imparting knowledge, changing attitudes, or
increasing skills with an aim to enhance the future performance of
the company and employee

MANAGERIAL ON-THE-JOB TRAINING

Job Rotation- It Can be Horizontal
(lateraltransfer)/Vertical(promoting
to a new position)It reduces the boredom, stimulate the
development
of new ideas and increase the experience .

Coaching- It is taking an active role in guiding an other manager.

(Observe –analyze and attempt to improve the performance) 26
 MANAGERIAL OFF-THE-JOB TRAINING
Sensitivity Training (Laboratory Training):

It is mainly for changing behavior thru group processes/group

interaction. Members are brought together in a free and open

environment, interaction is facilitated by a professional behavior

scientist. Participants freely express their ideas, beliefs and attitudes.

• Increased awareness of own behavior.

• Greater sensitivity to the behaviors of others.

• Increased understanding of group processes.

• Improved Listening Skills, Greater Openness ,Improved Tolerance for

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Individual Differences, Improved Conflict Resolutions Skills.
 MANAGERIAL OFF-THE-JOB TRAINING
Transactional Analysis:
It is an approach for defining and analyzing communication
interaction between people and the theory of personality.
• Parent - ego state of authority /Superiority
• Child – ego state ,person can be obedient / manipulative /
charming / repulsive
• Adult - ego state is objective and rational

Parent & child ego state –feel & react directly Adult-Think-
Process (logically) –Reaction/Action

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MANAGERIAL OFF-THE-JOB TRAINING

Lecturer Courses:
Providing opportunity for managers to acquire
knowledge and develop their conceptual and
analytical abilities.
Simulation Exercises:
Widely used simulation exercises include-
• The case study method
• Simulation Decision Games
• Role Play 29
EVALUATING THE TRAINING EFFORT

Critical to any training activity is proper

effectiveness evaluation (Cost –benefit
analysis)
Evaluation Methods –
– Reaction of Participants
– Test-Retest Method
– Pre-Post Performance Method
– Experimental-Control Method

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EVALUATING THE TRAINING EFFORT

Test-Retest Method
Participants are given a test before the Training
program-Training Program – Retake of the Test
Changes in Test Score
Whether the change can be fully attributed to
training program?
Validity of training program ?

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EVALUATING THE TRAINING EFFORT

Pre-Post Performance method:

Participants are evaluated prior to the Training
program and rated on actual job
performance---Training Program – Retake of
the Test
The increase in scores is assumed to be attributed
to in the instruction.
This method deals directly with the job behavior.

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EVALUATING THE TRAINING EFFORT

Experimental Control Group Method :

Two groups are established-(comparable as to skill,
intelligence and learning abilities ) and evaluated on
actual job performance .
control group work on the job but do not undergo
instructions
The experimental group is given instruction----Its
performance is substantially better that of control group.
• Within the evaluation assessing four areas is must :
– Reaction
– Learning
– Behavior
– Results
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 EVALUATING THE TRAINING EFFORT

• To conduct this analysis three measures are

important:
– Cost- benefit outlay for providing training
– Change-looks at the difference (may be
behavioral ,attitude or performance.. )
– Impact (Change is attributed to the training or
not, It determines the training effect )

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 LEVELS OF EVALUATION
Source: Kirk Patric
Evaluation Model

• observe job performance

RESULTS
• views from trainee, peer,
supervisor. Behavioural change Measure
takes time productivity,
BEHAVIOUR sales, quality,
Tests before and time, turnover,
after the training to costs
measure learning
LEARNING

REACTION
•How workers liked the
training
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• Questionnaire & interview
 TRAINING AND PERFORMANCE
CONSULTING

DESIRED ACTUAL
RESULTS RESULTS

PERFORMANCE
GAP

DESIRED
ACTUAL
PERFORMANCE
PERFORMANCE

PERFORMANCE NEED
ANALYSIS

NON TRAINING TRAINING

ACTIONS ACTIONS
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 TRAINING & PERFORMANCE
CONSULTING
•Performance Consulting – Where trainer & organizational
client work together to boost workplace performance in support of
business goals

•PC compares Desired & Actual organizational results with desired

and actual employee performance

•Revolve around integration of multi-faceted approach

–Focus on identification & addressing of root causes of
performance problems
–Recognition of Interaction of individual & organizational factors
influencing employee performance
–Documentation of actions and accomplishments of high
performers & comparison with actions of more typical
performers
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 CHIEF LEARNING OFFICER

• Strategic Leader who links learning &

knowledge through training for individual
employees & organization

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 LINKAGE BUSINESS AND
TRAINING STRATEGIES

STRATEGIC TRAINING

• Develop employee capabilities TRAINING

BUSUNESS • Encourage change STRATEGIES &
STRATEGIES • Promote continuous learning ACTIVITIES
• Creates / shares new knowledge
• Facilitates communication

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 DEVELOPING STARTEGIC
TRAINING PLAN

• STRATEGY FOR TRAINING PROGRAMS

• PLANNING
• ORGANIZE
• JUSTIFY

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 EXTERNAL TRAINING

OUTSOURCING OF TRAINING

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 COST BENEFIT ANALYSIS

TYPICAL COSTS TYPICAL BENEFITS

. Trainer’s salary and time
. Increase in production
. Trainees’ salary and time
. Reduction in errors and accidents
. Materials for training
. Reduction in turnover
. Expenses for trainer and trainees
. Less supervision necessary
. Cost of facilities and equipment
. Ability to use new capabilities
. Lost productivity ( opportunity cost )
. Attitude changes

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Relationship between Managerial Level and
Skill Requirement

Technical Skills

Human Skills

Conceptual Skills

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Low Managerial Level High
The END

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