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3. Training and Development - Objectives and Needs -Training Process -Methods of Training Tools and Aids -Evaluation of Training Programs.

 Training

is the act of increasing the knowledge and skill of an employee for doing a particular job.------ P.Subba Rao is the organized procedure by which people learn knowledge and / or skill for definite purpose----Dale S. Beach. is a process of learning a sequence of programmed behavior---Mamoria

 It

 Training

 Training

may be defined as, a planned programme designed to improve performance and to bring measurable changes in knowledge, skills, attitude and social behavior of employees for doing a particular job---Pattanayak refers to the acquisition of knowledge, skills, and competencies as result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills.

 Training

 Training

is the systematic process of developing knowledge, skills, and attitudes for current or future jobs. improves, changes, moulds the employees knowledge, skill, behavior, aptitude and attitude towards the requirements of the organization. bridges the differences between job requirements and employees present specifications

 It

 Training

Company policies and procedure--- for new employee with view to acquainting rule, practice procedure Specific skills Bank clerk, Technical Officer Human Relations team building, interpersonal relation Problem solving Managerial and supervisory skills Apprenticeship training &

HRD
1. It is defined as a continuous process to ensure the development of employees dynamism, effectiveness, competencies and motivation in a systematic planned manner

2. HRD is a process in which employee of an organization are continuously helped in a planned way -- to acquire capabilities, knowledge, perspectives, attitudes, values and skill required to perform various tasks or function associated with their present or future expected roles.-------------- T. Venkateshwarao

to develop their general enabling capabilities as individuals so that they are able to discover and utilise their own inner potential for their own or for the organizational development purposes and

to develop an organizational culture where superior subordinate relationship, team work and collaboration among different sub units are strong and contribute to organizational health, dynamism and pride among the employee.

DEVELOPMENT: management development is all those activities and programmes when recognized and controlled, have substantial influence in changing the capacity of the individual to perform his assignment better and on so doing are likely to increase his potential for future management assignment.

A conscious and systematic process to control the development of managerial resources in the organization for the achievement of goals and strategies -----Molander 1986 An attempt to improve managerial effectiveness through a planned and deliberate learning process ---- Mumford 1987

Training 01.It is a process of learning a sequence of programmed behavior

Development It is a related process

02. It gives people an awareness of It covers not only those activity which the rules and procedure to guide improve job performance but also their behavior those which bring about growth of

the personality
03. Training is short term process Development is a long term educational utilizing a systematic and process utilizing a systematic and organized procedure by which organized procedure by which non-managerial personnel learn managerial personnel learn technical knowledge and skills conceptual and theoretical for definite purpose. knowledge for general purpose. 04. It refers only to instruction in It refers to philosophical and technical and mechanical, theoretical educational concepts. operations 05. It is designed for non-managerial

It

is designed personnel

for

managerial

4.To aware with organizational complexity

increased mechanization , automation, manufacturing of multiple products, dealing with services of diversified lines, extension of operations .

5.To develop harmonious Human Relations 6.To cope-up with change in the job
assignment

7.To increase mobility of employees in the organization

To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization.

To impart the new entrant the basic knowledge and skill they need for an intelligent performance of definite job.

To prepare employees for higher level tasks. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their fields. To build up a second line of competent officer and prepare them to occupy more responsible positions. To broaden the minds of Sr. Manager by providing them with opportunities for an interchange of experiences within and outside with a view to correct the narrowness of outlook that may arise from over specialization

To develop the potentialities of people for the next level job. To ensure economical output of required quality To ensure smooth and efficient working of a department To promote individual and collective moral, a sense of responsibility, cooperative attitude and good relationships.

  

6. Training reduces frequency of accidents

7. Training develops high moral among the employees 8. It provides personnel growth of employee .

9. It improves the organizational climate of the organization Training develops high moral among the employees 8. It provides personnel growth of employee 9. It improves the organizational climate of the organization .

Analysis Design Development creating learning environment, Implementation ensuring transfer of training Evaluation

TASK ANALYSIS: Assessing new employees training needs. PERFORMANCE ANALYSIS: Assessing current employees training needs. CANT DO/WONT DO. COMPETENCY MODELS.

1. Job and organization analysis 2. Evaluate the trainee 3. Identify the training needs 4. Design the training needs 5. Prepare cost budget and foresee benefits have cost benefit analysis 6. Design training content, teaching methods and media 7. Prepare the instructor 8. Prepare the trainee

9. Get ready to teach 10.Implement the training programme 11.Present the operations 12.Gain the acceptance of the programme 13.Try out the trainees performance 14 Evaluate the results 15.Update the programme

ON-THE JOB TRAINING

OFF-THEJOB TRAINING

On the job Methods :

x Job rotation x Coaching x Job Instruction or training through step- by- step

Off-the-job Methods
x Vestibule training x Seminar x Role playing, x Case study x Lecture methods

x Group discussion x Conference or discussion x T- Group (sensitivity training) x Programmed instruction x Brainstorming

Teletraining Videoconferencing. Internet-based training The virtual classroom training.

1. 2. 3. 4. 5.

Lecture Case study Role play Management games Laboratory training : A change agent / consultant devices/ plans
means/ ways for groups of people in organization to clarify their values, attitudes and problems to improve understanding , motivation and working climate in general

6. 7. 8. 9.

10. 11.

Individual or group practical assignment Panel discussion Brainstorming Using training supportive material Audio-visual, Printed material Field trip Demonstrations

level evaluation evaluation description and examples of evaluation tools and type characteristics methods (what is measured ) 1 Reaction

relevance and practicability

Reaction evaluation is how 'Happy sheets', feedback forms. Quick and very easy to obtain. the delegates felt about Verbal reaction, post-training surveys Not expensive to gather or to the training or learning or questionnaires. analyse. experience.

Learning

Learning evaluation is the measurement of the increase in knowledge before and after.

Typically assessments or tests before and after the training.

Relatively simple to set up; clear-cut for quantifiable skills.

Interview or observation can also be Less easy for complex used. learning. Observation and interview over time are required to assess change, relevance of change, and sustainability of change. Measurement of behaviour change typically requires cooperation and skill of linemanagers.

Behaviour Behaviour evaluation is the extent of applied learning back on the job implementation.

Results

Results evaluation is the effect on the business or environment by the trainee.

Measures are already in place via normal management systems and reporting - the challenge is to relate to the trainee.

Individually not difficult; unlike whole organisation. Process must attribute clear accountabilities.

`Thank

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