Definition of Training and development:

 Training is a program that helps employees learn specific knowledge, skills and behavior to improve
performance in their current roles.
 Development is more expansive and focuses on employee growth and future performance, rather
than an immediate job role.
 These training and development programs can significantly improve the overall performance of
organization.

Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level
management. On the other hand for senior level it is called managerial development program/executive
development program/development program.

To use training to gain a competitive advantage, a company should view training broadly as a way to
create intellectual capital.

Objectives:

An immediate objective of training is to give employees the skills they need to become better workers,
resulting in financial gain.
Other objectives include creating a supportive workplace, so employees know they are valued and feel
more satisfaction in their jobs.

High leverage training

 Supported by top management

 Linked to strategic business goals and objectives
 Compared or benchmarked to programs in other organizations
 Creates working conditions that encourage continuous learning.

Continuous learning - requires employees to understand the entire work system, including the
relationships among their jobs, their work units, and the company.
 Overview of manager’s role in employee training.

Managers take an active role in:

• Identifying training needs.

• Ensuring that employees use training in their work.

• Facilitating the sharing of knowledge, by using informational maps.

• Today, training is being evaluated on how training addresses business needs related to learning,
behavior change, and performance improvement.

There is a greater emphasis on:

• Providing educational opportunities for all employees.

• Performance improvement as an ongoing process than a one-time training event.

• Demonstrating to executives, managers, and trainees the benefits of training.

• Learning as a lifelong event.

• Training being used to help attain strategic business objectives.

 Establish difference between Training & Development.

BASIS FOR
TRAINING DEVELOPMENT
COMPARISON

Meaning Training is a learning process in which Development is an educational process in which the
employees get an opportunity to develop personnel of the organization get the chance to
skill, competency and knowledge as per learn the in depth application of theoretical
the job requirement. knowledge for their overall growth.

Term Short Term Long Term

Focus on Present Future

Concentrated Job Career

towards

Instructor Trainer Self

Objective To improve the work performances of the To prepare employees for future challenges.
employees.

Number of Many Only one

Individuals

Aim Specific job related Conceptual and general knowledge

Objectives/purpose/Goals of training and development

The goal of training is for employees to master the competencies and apply them to their day-to-day
activities.

The purpose of training and development can be explained as follows:

1. Improving quality of workforce

Training and development programs can help in improving the quality of work produced by the
workforce of organization.

2. Enhance employee growth

By attending these training and development programs, employees are able master the work of their
jobs and that's how they develop and grow themselves in a professional way.

3. Prevents obsolescence

These programs help employees to keep themselves up to date with the new trends in latest
technology, which reduces the chances of termination of the job.

4. Assisting new comer

These programs help new employees to adjust themselves in a new working environment, culture and
technology. They feel themselves as regular employees of that organization.

5. Bridging the gap between planning and implementation

It helps organizations to easily achieve their targets and goals what they actually planned for. Employees
know their job better and they deliver the quality performance according to needs of top management.

6. Health and safety measures

Training and development program clearly identifies and teaches employees about the different risk
involved in their job, the different problems that can arise and how to prevent such problems. This helps
to improve the health and safety measures in the company.
Function of Training

The singular function of training is to produce change. It is important to understand that training in and
of itself cannot motivate a work force. However, it is an integral part of what is needed to accomplish
the long-term goals of the agency.

Value of Training

There are many reasons agencies provide training to their employees:

1. To foster growth and development

2. To produce a measurable change in performance.

3. To provide opportunities for employees to accept greater challenges

4. To build employee self-confidence and commitment

5. To bring about the desired changes that can solve a variety of problems.

Benefits of Training

Providing training to an employee benefits both the employer and employee by:

1. improving an employee’s performance

2. increasing overall efficiency

3. improving customer service, which leads to customer satisfaction

4. developing the group and team skills needed to achieve organizational goals

5. giving employees the needed skills and knowledge to complete assigned jobs, duties and tasks

6. motivating employees to achieve higher standards

7. enhancing employee morale, motivation, and creativity

8. enabling managers to reach unit goals and objectives

Determining Training Needs

There are a number of ways to determine the type of training an employee will need.

• Request from employee – Employees usually are the first to recognize the need for additional
training. This need can result from the assignment of a new task, technological changes, or just a
realization that additional training would result in a more efficient work product.

• Before assigning new duties and responsibilities to employees, decide if the employees will need
additional training.

• Determination through performance management review – An excellent time to determine training

needs is when a performance review is completed on employees.

Levels and Types of Formal Training

There are three levels of formal training available to employees.

The type of training selected should be based on the need of the individual, which can be determined
through the performance management review, individual request, reorganization efforts, or supervisor
observation.

1. Orientation Training

This training is geared for the newly hired or reassigned personnel. These programs are designed to
give new employees the basic knowledge, understanding, and skill needed for successful job
performance.

Programs include orientation and various job skills training such as computer usage, communication
techniques, phone usage, etc.

2. Remedial Training

This training is designed to correct observed deficiencies in employee knowledge, skill, and
attitudes.

Programs include stress reduction, time management, presentation skill building, assertiveness
building, business writing, hands-on experiences in word processing, computer software, etc.

3. Upgrading or Advanced Training

This training is designed to improve or upgrade individual job skills and knowledge.

Programs include advanced computer training, decision making, employment laws, managing
conflict, conducting performance evaluations, sensitivity training, supervisory responsibilities,
resolving grievances, etc.
 Organization provides training to their employees in the following areas:

• Company policies and procedures;

• Specific skills;

• Human relations;

• Problem solving;

• Managerial and supervisory skills;

• Apprentice training.

• There are four types of needs assessment.

I. Organizational needs assessment

Organizational needs emerge from organizational goals, objectives, and priorities. This type
of need can be universal for all employees, such as reducing stress, improving productivity,
etc.

II. Group needs assessment

These types of needs are easier to determine because they are closely related to specific job
levels and categories of employees, such as team-building, problem solving, etc.

III. Individual employee needs assessment

These types of needs can be easily identified by reviewing the individual’s background,
education, training, experience, skills, knowledge, and past performance.

Employee’s current job, future assignments, and career plans.

IV. Job needs assessment

Based on the job in question, Occupational, job, and task analyses are conducted to
determine the type of training needed.
 Methods of Training

Many methods of training are available- each has certain advantages and disadvantages.
Here we list the different methods of training.
You can comment on the pros and cons and make the examples concrete by imagining how
they could be applied in training truck drivers.

• Technology-Based Learning

Common methods of learning via technology include:

Basic PC-based programs

Interactive multimedia - using a PC-based CD-ROM

Interactive video - using a computer in conjunction with a VCR.

• Web-based training programs

The forms of training with technology are almost unlimited. A trainer also gets more of the
learner's involvement than in any other environment and trainees have the benefit of
learning at their own pace.

• Example: In the trucking industry one can imagine interactive multimedia training on
tractor-trailers followed by a proficiency test to see how well the employee knows the
truck.

• Simulators

Simulators are used to imitate real work experiences.

Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are
indispensable. Astronauts also train extensively using simulators to imitate the challenges
and micro-gravity experienced on a space mission.

• Example: Truck drivers could use simulators to practice responding to dangerous driving

situations.
On-The-Job Training:

On-the-Job training is based on the principle of “learning by doing”, i.e. the workers learn the job
while performing it within the actual work environment. This type of training is beneficial for both
the workers and the organization.

Under this method, the individual is placed on a regular job and taught the skills necessary to
perform that job. The trainee learns under the supervision and guidance of a qualified worker or
instructor. On-the-job training has the advantage of giving firsthand knowledge and experience
under actual working conditions

Example: New trucking employees could ride with experienced drivers. They could ask
questions about truck weigh stations, proper highway speeds, picking up hitchhikers, or any
other issues that may arise.

Coaching and Mentoring:

Coaching/mentoring gives employees a chance to receive training one-on-one from an

experienced professional. This usually takes place after another more formal process has
taken place to expand on what trainees have already learned.

• Hire professional coaches for managers.

• Set up a formal mentoring program between senior and junior managers.

Coaching/mentoring gives trainees the chance to ask questions and receive thorough and
honest answers.

• Example: Again, truck drivers could gain valuable knowledge from more experienced
drivers using this method.

Lectures:

Lectures usually take place in a classroom-format.

It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of
people in a short amount of time. It has been said to be the least effective of all training methods. In
many cases, lectures contain no form of interaction from the trainer to the trainee and can be quite
boring.

Example: Truck drivers could receive lectures on issues such as company policies and safety.
 Group Discussions & Tutorials

These most likely take place in a classroom where a group of people discuss issues.

If an unfamiliar program is to be implemented, a group discussion on the new program would

allow employees to ask questions and provide ideas on how the program would work best.

Example: Truck drivers could have group discussions and tutorials on safety issues they face on
the road. This is a good way to gain feedback and suggestions from other drivers.

Films & Videos

Films and videos can be used on their own or in conjunction with other training methods.

Films and videos are good training tools, but have some of the same disadvantages as a lecture -
i.e., no interaction from the trainees.

• Some trainers like to show videos as a break from another training method, i.e. as a break from
a lecture instead of a coffee break.

This is not a good idea for two reasons. One: after a long lecture, trainees will usually want a
break from any training material, so a training film wouldn´t be too popular. Two: using films
and videos solely for the purpose of a break could get expensive.

Example: Videos for truckers could show the proper way to interact with customers or illustrate
preventive maintenance techniques

Case Studies

• Case studies provide trainees with a chance to analyze and discuss real workplace issues. They
develop analytical and problem-solving skills, and provide practical illustrations of principle or
theory. They can also build a strong sense of teamwork as teams struggle together to make
sense of a case.
• All types of issues could be covered - i.e. how to handle a new product launch.

Example: Truck drivers could use case studies to learn what issues have been faced in the trucking
industry in the past and what they could do if a similar situation were to occur.

Planned Reading

Basically planned reading is pre-stage preparation to more formal methods of training.

• Planned reading will provide employees with a better idea of what the issues are, giving them a
chance to think of any questions beforehand.

Example: Here we may be stretching if we think that truckers are going to read through a lot of material
the training department sends them.
 TRAINING PROGRAM DEVELOPMENT MODEL

Generic Model

• Needs assessment and learning objectives. This part of the framework development asks you to
consider what kind of training is needed in your organization.

• Consideration of learning styles. Making sure to teach to a variety of learning styles is important

to development of training programs.

• Delivery mode. What is the best way to get your message across? Is web-based training more
appropriate, or should mentoring be used? Most training programs will include a variety of
delivery methods.

• Budget. How much money do you have to spend on this training?

• Delivery style. Will the training be self-paced or instructor led? What kinds of discussions and
interactivity can be developed in conjunction with this training?

• Audience. Who will be part of this training? Do you have a mix of roles, such as accounting
people and marketing people? What are the job responsibilities of these individuals.

• Content. What needs to be taught? How will you sequence the information?

• Timelines. How long will it take to develop the training? Is there a deadline for training to be
completed?

• Communication. How will employees know the training is available to them?

• Measuring effectiveness of training. How will you know if your training worked? What ways will
you use to measure this?
Designing Effective Training

Training design process (ISD Model)

• A systematic approach for developing training programs, Based on the principles of Instructional
System Design (ISD).

• Sometimes referred to as the ADDIE model because it includes analysis, design, development,
implementation, and evaluation.

• Flexible enough to adapt to business needs.

Regardless of the specific ISD approach used, all the steps share the following assumptions:

 Training design is effective only if it helps employees reach their training objectives.
 Measurable learning objectives should be identified before the training program begins.
 Evaluation plays an important part in planning and choosing a training method, monitoring the
training program, and suggesting changes to the training design process.