Professional Documents
Culture Documents
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to
conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person
Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning
Objectives – Components and Methods – Training Process – Key factors in designing – General features of
good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method
– In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate
method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool –
The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the
training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments
BY
MANOJ KUMAR.T B.Tech,MBA,NET..
Asst Professor
Sri Kaliswari Institute of Management and Technology
Training is Expensive. Without Training, it is more
Expensive
• 1. Knowledge
• 2. Skills acquisition
• 3. Attitude formation
• 4. Ethical Values
• 5. Analytical Reasoning
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Objectives of Training
1. Increased Productivity
Training takes the current capabilities of the workers of a brand, polishes it and makes
them learn and devise new and effective methods of doing the same thing, in a repeated
manner.
2. Quality Improvement
Improving the quality of the product is obviously one of the main objectives of training
and development since it’s not like those times when customers weren’t such quality
conscious. Today’s customer knows what’s better for him and what’s not. Simply said,
those old methods of some sweet talk and business won’t work for much long
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Objectives of Training
4. Safety First
Providing the knowledge, for using the equipment in a proper way and creating the life-friendly product,
also belongs to one of the major objectives of training and development. The higher, the employees are
better at handling equipment, the better it is both for the company and for the workers.
2. Changing demographics
Major demographics shift have occurred
North America & Europe-20% working population is above 55 years
India will remain youngest country for a while
So Training should focus on building bridge between older managers & younger subordinates
Baby Boomers (Born after Second world war – 1946 -1964, aged between 52 and 70 in April 2016)
Age, gender, race, ethnicity, nationality
Opportunities and Challenges/Issues in Training
3. Knowledge Workers
Knowledge occurred through or during should benefit employees by providing equal knowledge in the area
they have obtained training
Defines these individuals as "high level employees who apply theoretical and analytical knowledge, acquired
through formal education, to develop new products or services".
4. Advances in technology
• Training executives must develop strategies for utilizing the available technology in a ways that meet their
business need
• Tools such as blogs,twitter,facebook,myspace and LinkedIn offer ways to enhance
• Some traditional training that occurs in a classroom and even earlier types of electronic training.
• Technology development is in rapid pace so adapting it and developing the right talent is challenge for
trainers.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Opportunities and Challenges/Issues in Training
5.. Quality
Training must be seen as an integral part of the organization’s performance improvement system
Quality improvement is a key component of most continuous process
High –quality products and services are necessary to stay in business in today’s competitive
markets
T.Manoj kumar
Asst Professor, SKIMT Training and Development
LEGAL ISSUES
• EQUAL OPPORTUNITY/EQUITY
OPPORTUNITIES
AND• LIABILITY FOR INJURY OR ILLNESS
CHALLENGES/IS
• CONFIDENTIALITY
SUES IN
• COPYRIGHTED MATERIALS
TRAINING
T.Manoj kumar
Asst Professor, SKIMT Training and Development
A Training Process Model
T.Manoj kumar
Asst Professor, SKIMT Training and Development
T.Manoj kumar
Asst Professor, SKIMT Training and Development
TRAINING PROCESS MODEL
1. Analysis Phase
Often referred to as a Training Needs Analysis (TNA).Here both Training and Non-Training Needs are identified
An effective training system begins with the identification of the organisation’s training needs. These needs will create a
Performance Gap (AOP is Less than EOP)
Eg: Profit shortfalls, Sales coming down, Low customer satisfaction, Low market share, Excessive scrap, Labour turnover etc.
Another type is future oriented (Introduction of automation)
Once the Performance Gap exists, the cause must be determined.
The cause might be inadequate KSAs of employees. – This is one among the reasons.
After cause is identified ,then it should be eliminated
The other reasons are motivation issues, faulty equipments etc. (Non-training needs)
Separate KSA from Non-KSA Causes.
Performance gaps caused by KSA deficiencies are identified as Training needs
T.Manoj kumar
Asst Professor, SKIMT Training and Development
TRAINING PROCESS MODEL
2. Design Phase
Development of training objectives that provide specific direction for what will be trained and how.
These provide directions for what will be trained and how. They specify the employee and organizational
outcomes that should be achieved.
Another part of design process is how the organization constraints will be addressed.
Finally identifying factors needed for the training program t o facilitate training and its transfer back to
the job are the major outcomes of design phase.
3. Development Phase
It is the process of formulating an instructional strategy to meet the training objectives. It consists of the
order, timing, methods, materials, equipments, media, facilities etc.
Obtaining or creating all the things needed to implement training program is a part of this stage.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
TRAINING PROCESS MODEL
4. Implementation Phase
All the training aspects are put together here. Dry Run and Pilot study.
Determine any modification necessary
5. Evaluation Phase
a) Process Evaluation - Did the trainer follow the exact training process suggested?
How well the a training process is achieved its objectives.
Eg: Role play means it is Role play. Were they properly used?
Collecting and analyzing the data
b) Outcome Evaluation – Is the evaluation conducted at the end of training to determine the effects of training on the trainee,
the job and organization
Combination of Process Evaluation & Outcome evaluation serve as a power tool for improving programs
T.Manoj kumar
Asst Professor, SKIMT Training and Development
SKILL
Compilation
Automaticity
Learning
Knowledge
DECLARATIVE Attitude
PROCEDURAL Motivation
STRATEGIC
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Learning
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Knowledge is a organized body of facts, principles,
procedures and information occurred over time.
After a person has learned a skill and used it often, then she has reached
automaticity stage.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Attitude
Are employees belief and opinion.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Development
Development
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Difference between Training & Development
Point of Differences Training Development
Meaning Training means imparting skills and knowledge Development visualizes growth of an
for doing a particular job employee in all respects
Purpose Training increases the job skills Development shapes attitude
Targeted audience It is used to impart specific skills among It is associated with the overall growth
operative workers and employees of the executives
Perspective It has a short term perspective It has a long term perspective
Nature Training is job centered in nature Development is career oriented in
nature
Role of trainer In training, the role of trainer or supervisor is Development is self driven. The
important executives have to be internally
motivated for self development
Develop Training seeks to develop skills already Development seeks to develop hidden
possessed by workers qualities and talents of person
Methods used Training use On the job Training methods such Development use Off the job Training
as Apprenticeship, Vestibule etc methods such as lecture, brain
storming, role play etc
Training Policy
Training Policy
A good training policy includes
1. This policy depicts the top management’s philosophy regarding
training of employees.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Need For Training
5. Promotion or transfer of individual employees
8. Improves quality
9. Increase efficiency
T.Manoj kumar
Asst Professor, SKIMT Training and Development
TRAINING NEEDS ANALYSIS
3. Consider the employees who do not need training but are sent
by their supervisor (lack of interest)
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Reasons for analyzing the Training Needs
4. To find out the alternate action where training may not be appropriate
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Trigger Event
Proactive TNA- For the ongoing problem(gap) or after the problem has occurred.
T.Manoj kumar
Asst Professor, SKIMT
Training and Development
Training Need Analysis
Organizational analysis focus on the
strategies of the organization, resources
in the organization, allocation of these
resources & total internal environment.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
i) Mission and Strategies
The organizational analysis helps the analyst align
the training with the organizational mission &
strategies
A company’s mission & strategies also indicate
priority for training.
Training resources are always finite so decisions
Organizational must be made as to where to spend the training
budget.
Analysis
Ex: “Quality is job one” at Ford, analyst should know
that development of KSA relating to quality should
receive priority.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Organizational Analysis
This will help to determine priorities for the HRD department. Another
concern for HRD is its own budget.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Organizational Analysis
The environment analysis tells whether theses structures are aligned with the
aligned with the performance objectives of the unit in OPG have identified.
Identifying lack of alignment early and aligning the environment factors with the
objectives of training will help to ensure the training is complete, the new skills
will transfer to the job.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Collect data :
Mission &
Strategies
Capital
Resources
Human
Resources
Organizational
Environment
Data
collection
T.Manoj kumar
Asst Professor, SKIMT Training and Development
The operational analysis determines what is
required of employees to be effective
T.Manoj kumar
Asst Professor, SKIMT Training and Development
For analyzing the job the following steps will be useful
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Operational Analysis or Job Analysis
5) How many to ask :It is determined by the method of data gathering and the
amount of time available
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Operational Analysis or Job Analysis
Worker oriented job analysis : Focuses on the KSA that are required on
the job
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Personal Analysis or Job Analysis
Personal analysis will identify those incumbents who are not meeting
performance requirements & why
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Sources of data collection
1) Performance Appraisal
Supervisors are the ones who often responsible for rating the
incumbents
Analysis a)
b)
Have appraisal relevant to the job
Be sure the supervisor have access to relevant information.
c) Provide supervisors incentives to complete the rating properly
2) Self rating : Providing rating of oneself performance
Most individuals tend to overrate themselves
So proper implementation of combination of both Self
Rating & Supervisor rating system would give a better
benefit
Personal
Analysis- 3) 360 degree performance review : Here employees
rates himself on number of dimensions & receives rating
on these dimensions.
Performance Generally here more sources are used to gather
Appraisal information .
T.Manoj kumar
Asst Professor, SKIMT Training and Development
8) Skill test or behavioral test : Measures skills and
are important means of developing employees
training needs
Work samples which are simply work situations
designed to reflect what actually happens in the
workplace.
Personal Simulator technique : Equipment simulator,role plays,
Personal Analysis-Performance Appraisal Methods
business games and so on can be used to determine a
Analysis- person’s skill in a particular situation
Performance
Appraisal 9) Attitudinal surveys with proper scales are
conducted to determine attitudinal measures
Methods
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Steps to conduct Training Need Assessment
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Steps to conduct Training Need Assessment
1) Identify problems and needs
An effective training system begins with the identification of the
organization's training needs. These needs will create a Performance
Gap (AOP is Less than EOP)
Eg: Profit shortfalls, Sales coming down, Low customer satisfaction, Low
market share, Excessive scrap, Labour turnover etc.
Another type is future oriented (Introduction of automation)
Once the Performance Gap exists, the cause must be determined.
The cause might be inadequate KSAs of employees. – This is one among
the reasons.
After cause is identified ,then it should be eliminated
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Steps to conduct Training Need Assessment
2) Determine the Design of Needs Analysis
Development of training objectives that provide specific direction for
what will be trained and how.
These provide directions for what will be trained and how. They specify
the employee and organizational outcomes that should be achieved.
It is the process of formulating an instructional strategy to meet the
training objectives. It consists of the order, timing, methods, materials,
equipment's, media, facilities etc.
Obtaining or creating all the things needed to implement training
program is a part of this stage
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Steps to conduct Training Need Assessment
3) Collection data Observation
Data should be collected from different sources that includes
i) Supervisor Performance Appraisal
ii) Own performance data ( Productivity,absenteeism,Wastage made,
customer complaints etc)
iii) Work sampling
iv) Interviews/Questionarie
v) Job knowledge test
vi) Skill test
vii) Assessment centers
viii) Organization goals
ix) Labor inventory
x)kumar
T.Manoj Job description & Specification
Asst Professor, SKIMT Training and Development
Steps to conduct Training Need Assessment
4)Analyze Data
Making research on data. Understanding the data and deciding the
practical implication.
Sometimes modern technology and tools are used for the analysis of
data.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Steps to conduct Training Need Assessment
5) Provide Feedback
Performance gap (PG) will be identified and the reasons for the
performance gap will be derived.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Gathering data for Training need analysis (TNA)
Data Sources
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Gathering data for Training need analysis (TNA)
7) Assessment centers :
Combination of several of the above technique into an intensive
assessment program
Although expensive, these are very good as they use multiple raters
8) Job Description :
This source outlines the job’s typical duties and responsibilities
9)Job specification :
These are specified tasks required for each job
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Gathering data for Training need analysis (TNA)
10) Organization goals
This source suggests where training emphasis should be placed
12) Labor Inventory : This source helps HRD identify where training is
needed because of retirement, turnover, age etc.
Identify
TRIGGERING Performance
Operational Gap
EVENT Analysis
PG = (EP-AP)
(EP)
Non-Training
Person
Needs
Analysis
(AP)
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Organizational analysis: Looks at the internal environment of the
organization. Influences that could affect the employees performance-to
determine its fit with the organizational goals & objectives.
Model -Input Person analysis : Examines who can do the job & whether they posses
required KSA.
T.Manoj kumar
Asst Professor, SKIMT
Training and Development
Training Need Analysis Model-Input
Data should be collected from different sources that includes
i) Supervisor Performance Appraisal
ii) Own performance data ( Productivity,absenteeism,Wastage made,
customer complaints etc)
iii) Work sampling
iv) Interviews/Questionarie
v) Job knowledge test
vi) Skill test
vii) Assessment centers
viii) Organization goals
ix) Labor inventory
x) Job description & Specification
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Training Need Analysis Model-Process
In the process phase, the operational analysis provides information on
expected performance(EP). Expected performance (EP) is the level of
performance expected in a particular job.
Training Needs - Training needs are dealt with by designing appropriate training programs
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Training Design – Introduction –
Perspective for Designing training –
Building a Training Design – Learning
Objectives – Components and Methods –
Training Process – Key factors in designing –
In fact in some cases they are expected to market their services outside
and inside the organization.
So the organization constrains affects the training process and impact on the
training objectives
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Training Objectives
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Training Objectives
There are four Types of Training Objectives:
Learning Objectives
Describes the KSA that trainees are expected to acquire throughout the training program
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Learning Objective
Learning Objective : Learning can be observed only through the
influence of its behavior. Thus when writing learning objective only
think not only what is learned but also how it is demonstrated.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Learning Objective
ii) Conditions : Explaining the conditions under which the behavior
must occur further clarifies what is required. It includes the tools,
equipment's and place
Objective without condition specified ; “ The trainee will able to
differentiate between computer chips that are within specification and
that are outside specification”
Objective with condition specified : “The trainee will able to
differentiate between computer chips that are within specification and
that are outside specification by using a Ohmmeter and a chart &
record them using a software package”.
So providing conditions will make the objective even clearer.
Also the objective should consist of the reference material.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Learning Objectives
iii) Standards :Standards are criteria of acceptability for performance
Three potential standards are
i. Accuracy - No error
ii. Quality - 99% significance level
iii. Speed - Completing the work within in 15 minutes
Ex: Good learning objective includes behavior, condition & Standard.
Using a standard climbing harness and spikes -Condition
Trainee must climb a standard Telephone Pole of 10 Meters- Behavior
Within 5 minutes following the safety procedures-Standards
So write out the desired behavior, add conditions under which the conditions must be performed and finally
specify the standards that are going to be used.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Training Design
Perspective for Designing Training
Depending on the role and the status as a trainer one could design training in several different contexts.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Trainee
A) Individual Differences in KSAs: May due to different factors like
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Trainee
Differences in Learning Styles based on Felder –Silverman model
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Trainee
Implication from classical conditioning
Classical conditioning takes places without awareness. Ex: We salivate
when we smell something. Similarly emotional responses can be
conditioned.
Trainee Vs School Environment Vs Bad Experience
Trainee Vs office Environment Vs Stress
Therefore some situations are associated with pleasant and unpleasant
emotional conditional. So designing the training in a pleasant situation
Makes the trainees physically and emotionally comfortable.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Trainee
Implication from operant conditioning
Know the things your trainees will see as rewarding and those that will
seen as punishing.
Plan to reward for the efforts of employees and give them proper feed
back
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Trainee
Goal setting demonstrates that specific, challenging goals result in
higher motivation levels than do no goals. So design the training
program in a way that should have individual and group goals.
Goal Orientation
Learning goal orientation: Persistence when having problems doing a
complex task
Performance goal orientation: Focuses on the end result . They prefer
easier task.
So motivate employees to exhibit learning goal orientation.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the
Training Design
1. Social Learning Theory (Eliminating Distraction and
Attracting Attention)
Proposed by Albert Bandura
People can learn new information and behavior by watching other people
via observation, imitation and modeling. It is known as observational
learning
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Training Design
Necessary Conditions
A) Eliminating Distraction :
The rooms should be at comfortable temperature
Walls should be neutral with pleasant colors without distracting objects
The room should have no view outside with windows at proper location
Chairs should not be so comfortable
Proper breaks should be scheduled & refreshment should be provided.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Training Design
B) Attracting Attention :
Explain the trainee about the nature of training and job related benefits
State the learning objectives
Inform them that refreshments are available
Techniques of highlighting the important points should be built (Ex:
video)
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Training Design
C) Retention
- Remembering what was attended (Ability to store the information)
An individual goes through four stages in the process of retaining something is
taught
a) Activation of Memory
b) Symbolic Coding
c) Cognitive Organization
d) Symbolic rehearsal
D) Behavioral Reproduction
Transformation of learning into actual behavior
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Training
Design
Elaboration Theory/Macro Theory
It is based on a holistic alternative to the
part/whole sequencing that is usually
followed in training.
Sequencing
• Sequencing is the process of how to
group and order the content of
training. It is further classified into
a) Topical Sequencing
b) Spiral Sequencing
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Training Design
. Topical Sequencing –It requires the complete learning of one topic
before moving to the next task
Topic A
Module 1
Module 2
Module 3
Topic B
Module 1
Module 2
Module 3
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on the Training Design
Spiral Sequencing – It requires the learning the basics of the first task,
then the basics from the second task and so on.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Learning: Focus on
the Training Design
. The Gagne-Briggs Model / Micro Theory
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Transfer
I. Massed Vs Spaced Practice
Part learning - Tasks are separated – Low task organization – Raising a car with a
lever, checking the tire pressure, changing the rubber tube)
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Facilitation of Transfer
How to increase Transfer
i. Practice – Over learning
ii. Maximize similarity
iii. Understand general principles
iv. Support from all levels
v. Opportunity to perform on the job
vi. Feedback and reinforcement
vii. Vary the situation – Behavioral aspects
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Demonstration
A demonstration is a visual display of how to do something or how
something works.
Whether demonstrating how to do something or demonstrating how
somethings works. The demonstration is most useful when your
training objectives are to increase knowledge & skills.
2) Describing in stage
Demonstrate the task , what you are doing while you are doing.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Demonstration
4. Encouraging
After the trainee completes the demonstration, it is time for the trainee
to try out
5. Intervening
Trainer must give the trainee an opportunity to do the task & describe
what he is doing & why
6. Provide Feedback
Trainer should provide feedback ,both positive & negative.
7. Practice
Allocate sometime and give opportunity to other learner to practice
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an Effective Trainer (Trainer Like Qualities)
TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an
Effective
Trainer
(Trainer Like
Qualities) TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an
Effective
Trainer
(Trainer Like
Qualities) TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an
Effective
Trainer
(Trainer Like
Qualities)
TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an
Effective Trainer
(Trainer Like
Qualities) TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an Effective
Trainer (Trainer Like
Qualities) TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Skills of an Effective Trainer (Trainer Like Qualities)
TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
SKILLS OF AN EFFECTIVE TRAINER (TRAINER LIKE
QUALITIES) TLQ
T.Manoj kumar
Asst Professor, SKIMT Training and Development
DESIGN PHASE-SUMMARY
The Design Phase
Training Needs
Objectives
Organisational
Constraints Evaluation Objectives
On-the-Job – Off-the-Job
Management Games, Case study method,
Role play method
In-basket Exercises, Laboratory training –
Experiential Learning Techniques
Brain storming, Syndicate method,
Discussion method,
Outward Bound Learning,
Sensitivity Training in Organization – A
practical tool – The Fish Bowl Exercise –
BY E-Learning and use of Technology as
MANOJ KUMAR.T B.Tech,MBA,NET.. Training
Asst Professor
Sri Kaliswari Institute of Management and Technology
UNIT-4
TRAINING METHODS
These methods do not cost much and are less disruptive as employees
are always on the job
T.Manoj kumar
Asst Professor, SKIMT Training and Development
On-the-job training Method
6. Understudy 1 Coaching
5. Apprenticeship 2. Mentoring
1. Coaching:
Coaching is a one-to-one training. It helps in quickly identifying the weak
areas and tries to focus on them. It also offers the benefit of transferring
theory learning to practice. The biggest problem is that it perpetrates the
existing practices and styles.
2.Mentoring
The focus in this training is on the development of attitude. It is used for
managerial employees. Mentoring is always done by a senior inside
person. It is also one-to- one interaction, like coaching.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
On-the-job training Method
3. Job Rotation:
It is the process of training employees
by rotating them through a series of
related jobs. Rotation not only makes
a person well acquainted with
different jobs, but it also alleviates
boredom and allows to develop
rapport with a number of people.
Rotation must be logical.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
On-the-job training Method
The trainees are presented the learning material in written or by learning machines through a series called
‘frames’.
This method is a valuable tool for all educators (teachers and trainers).
T.Manoj kumar
Asst Professor, SKIMT Training and Development
On-the-job training Method
5. Apprenticeship:
Apprenticeship is a system of training a new generation of practitioners of a
skill
. This method of training is in vogue in those trades, crafts and technical fields
in which a long period is required for gaining proficiency.
The trainees serve as apprentices to experts for long periods. They have to
work in direct association with and also under the direct supervision of their
masters.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
On-the-job training Method
6. Understudy:
In this method, a superior gives training to a subordinate
as his understudy like an assistant to a manager or
director (in a film). The subordinate learns through
experience and observation by participating in handling
day to day problems. Basic purpose is to prepare
subordinate for assuming the full responsibilities and
duties.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Off-the-job Training Methods
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Off-the-job Training Methods
1. Lectures and Conferences:
Lectures and conferences are the traditional and direct method of instruction.
Every training programme starts with lecture and conference.
It’s a verbal presentation for a large audience. However, the lectures have to be
motivating and creating interest among trainees.
The speaker must have considerable depth in the subject. In the colleges and
universities, lectures and seminars are the most common methods used for
training
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Off-the-job Training Methods
2. Vestibule Training:
Vestibule Training is a term for near-the-job training, as it offers access to something new
(learning). In vestibule training, the workers are trained in a prototype environment on
specific jobs in a special part of the plant.
An attempt is made to create working condition similar to the actual workshop conditions.
After training workers in such condition, the trained workers may be put on similar jobs in
the actual workshop.
This enables the workers to secure training in the best methods to work and to get rid of
initial nervousness. During the Second World War II, this method was used to train a large
number of workers in a short period of time. It may also be used as a preliminary to on-the
job training
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Off-the-job Training Methods
3. Simulation Exercise
Simulation is any artificial environment exactly similar to the actual
situation. There are four basic simulation techniques used for
imparting training: management games, case study, role playing, and
in-basket training.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
3. (a) Management Games:
Properly designed games help to ingrain thinking habits, analytical, logical and
reasoning capabilities, importance of team work, time management, to make
decisions lacking complete information, communication and leadership capabilities.
Use of management games can encourage novel, innovative mechanisms for coping
with stress.
Management games orient a candidate with practical applicability of the subject. These
games help to appreciate management concepts in a practical way
T.Manoj kumar
Asst Professor, SKIMT Training and Development
3.(b) Case Study:
Case studies are complex examples which give an insight into the context of a problem
as well as illustrating the main point. Case Studies are trainee centered activities
based on topics that demonstrate theoretical concepts in an applied setting.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
3.(c) Role Playing:
Each trainee takes the role of a person affected by an issue and studies the impacts of
the issues on human life and/or the effects of human activities on the world around us
from the perspective of that person.
It emphasizes the “real- world” side of science and challenges students to deal with
complex problems with no single “right” answer and to use a variety of skills beyond
those employed in a typical research project.
In particular, role-playing presents the student a valuable opportunity to learn not just
the course content, but other perspectives on it
T.Manoj kumar
Asst Professor, SKIMT Training and Development
3. (d) In-basket training:
In-basket exercise, also known as in-tray training, consists of a set of business
papers which may include e-mail SMSs, reports, memos, and other items. Now the
trainer is asked to prioritise the decisions to be made immediately and the ones
that can be delayed.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Continuation of Inbasket Training
In this technique, the trainee or interviewee is given some information about the role to be
played such as, description, responsibilities, general context about the role. The trainee is
then given the log of materials that make up the in-basket and asked to respond to
materials within a particular time period. After all the trainees complete the in-basket, a
discussion with the trainer takes place.
In this discussion the trainee describes the justification for the decisions. The trainer then
provides feedback, reinforcing decisions made suitably or encouraging the trainee to
increase alternatives for those made unsuitably.
Scoring
As a means of providing the satisfaction of a specific measure of performance, a simple
scoring system may be developed during the discussion. For example, the group might
use “5” to indicate an extremely good answer, and “1” to indicate a very poor one with
others slotted in between.
Assessors can score the candidates on the following; the importance given to each
point will vary according to the behaviour’s required for the job.
• How well the candidate has identified the ‘Key’ issue of the item.
• Candidate interpretation of the information provided.
• Ease and speed with which the interviewee has arrived at their decision.
• The way in which the information has been evaluated.
• How effective the actions / decisions are in dealing with the presented problem.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
4. Sensitivity Training:
Sensitivity training is also known as laboratory or T-group training. This training is about
making people understand about themselves and others reasonably, which is done by
developing in them social sensitivity and behavioural flexibility.
It is ability of an individual to sense what others feel and think from their own point of view.
It reveals information about his or her own personal qualities, concerns, emotional issues,
and things that he or she has in common with other members of the group. It is the ability
to behave suitably in light of understanding.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
5. Transactional Analysis:
It provides trainees with a realistic and useful method for analyzing and understanding the
behaviour of others. In every social interaction, there is a motivation provided by one person
and a reaction to that motivation given by another person.
As by transactional analysis every person will exhibit three ego states in them such as child,
adult & parent
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Continuation of Transactional analysis
This will be taught or demonstrated to trainee to make aware of the behaviour of other
people they might feel & handle in the working environment
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Syndicate method is a participative
method which basically consists of dividing up
the participants into number of groups for the
purpose of discussion, in exercise, or work on
a project.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Process
Preparation of subject/issues.
Observation during the discussion and stimulate each and every members for active participation
Collection of the reports after the completion of time.
Report presentation.
Attendance
Losing Control
Discussion Monopolizers
Controversial Topics
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Fish Bowl Exercise
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Fish Bowl Exercise
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Fish Bowl Exercise
Fishbowls are useful for ventilating “hot topics” or sharing ideas or
information from a variety of perspectives
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Fish Bowl Exercise
• Four to five chairs are arranged in an inner circle.
• A few participants are selected to fill the fishbowl, while the rest of
the group sit on the chairs outside the fishbowl.
• Individuals like to know how much they learnt or how well they are doing.
The sooner employees know the results of a quiz or test, the sooner they
can assess their progress.
• The sooner employees receive positive feedback from the trainer, the less
time they will waste.
Importance of Evaluation
Evaluation of training would provide useful information about the
effectiveness of training as well as about the design of future training
programmes.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Resistance to training Evaluation
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Resistance to training Evaluation
3) Evaluation is threat to job
When people thing of evaluation they often connect with the single
final output at a part that represents success or failure.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
EVALUATION MODELS
1) The Kirkpatrick Taxonomy Model
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Evaluation Models
The four levels used in this are
T.Manoj kumar
Asst Professor, SKIMT Training and Development
EVALUATION MODELS
Level 1: Reaction
This is the level where you gauge how the participants responded to the training given to
them. To be able to identify if the conditions for learning were present, you can ask the
participants to complete a short survey or feedback forms and gauge their reactions to
training.
Level 2: Learning
In the second stage, the idea is to understand what the participants learned from the
training. In most cases, practical tests or short quizzes before and after the training are
used to assess this.
Level 3: Behavior
This is the stage that takes place a while after the training. In this stage, you try to assess
whether the participants actually put what they learned into practice in their job roles. This
can be done either by asking participants to complete self-assessments or by asking their
supervisor to formally assess them.
Level 4: Results
In the last stage, you need to evaluate whether the training met the stakeholders’
expectations by determining the return on the expectations, also known as ROE
T.Manoj kumar
Asst Professor, SKIMT Training and Development
EVALUATION MODELS
2) The Phillips ROI Model
Very similar to the Kirkpatrick model in approach, the Phillips ROI model has an extra step,
which is to evaluate the program’s return on investment (ROI) by measuring the difference
between training cost and training results.
Here is the step by step procedure to calculate ROI as per this method –
In case the training results exceed the cost, it is an indication of a positive training ROI. Whereas if
the cost of training is more than the results, enterprises need to change their approach.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
EVALUATION MODEL
3) Summative and Formative Evaluation
• A thorough evaluation can give you the best insight into the drawbacks of
your training. So, it is also important to know how to assess a training
program both while it’s being developed (formative evaluation), and after
it has been delivered. (summative evaluation)
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Evaluation Models
4) Kaufman's Five Levels of Evaluation
T.Manoj kumar
Asst Professor, SKIMT Training and Development
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Evaluation Models
Level 1- Input and Process
The first level of Kaufman’s evaluation method is broken down into two parts. Level 1a is the
“Enabling” evaluation, designed to evaluate the quality and availability of physical, financial and
human resources. This is an input level. Level 1b, “Reaction,” evaluates the efficiency and
acceptability of the means, methods and processes of the proposed training program. Test subjects
are asked how they feel about the instruction.
Levels 2 and 3 are classified as micro levels designed to evaluate individuals and small groups. Level
2, “Acquisition,” evaluates the competency and mastery of the test group/individual in a classroom
setting. Level 3, “Application,” evaluates the success of the test group/individual’s utilization of the
training program. Test subjects are monitored to determine how much and how well they
implement the knowledge they gained within the organization.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Evaluation Models
Level 4 - Macro Level
“Organization Output” is level 4 in Kaufman’s method of evaluation. This
level is designed to evaluate the results of the contributions and payoffs of
the organization as a whole as a result of the proposed training program.
Success is measured in terms of the organization's overall performance and
the return on investments.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Organizational Development
Kurt Lewin is the founding father of OD, a
German-American Psychologist. Kurt Lewin
played a key role in the evolution of organization
development as it is known today.
T.Manoj kumar
Asst Professor, SKIMT Training and Development
Organizational Development
OD relies on information from personality theory, learning theory,
motivation theory, group dynamics, power, leadership and
organizational design.
DIAGNOSIS
• The first step in the organizational development process is identifying problems that
could interfere with organizational effectiveness. HR People notes that it “can also begin
when leadership has a vision of a better way and wants to improve the organization.”
• This step also involves understanding the causes. It may be completed through
interviewing or surveying members of the organization or business. According to Health
Behavior and Health Education: Theory, Research, and Practice opens in new window,
this step involves examining an organization’s:Mission,Goals,Policies,Structures and
technologies,Climate and culture,Environmental factors,Desired outcomes
Organization Development-Process
ACTION PLANNING
• The next step involves creating an actionable strategy to address the problems diagnosed previously. It is a good
idea to come up with multiple plan options and then identify the most effective one to implement. This can
involve testing various solutions and assessing whether a chosen plan is achievable.
INTERVENTION
• During the intervention stage, leaders implement the strategy planned in the previous step. It is important to
closely monitor progress and adhere closely to the action plan. Depending on the identified problem,
interventions might include professional development, team building or structural interventions, HR People says.
EVALUATION
• Once intervention has begun, stakeholders should track the impact of the changes by gathering and analyzing
relevant data. Business leaders can then determine whether the intervention was successful or if other action
plans should be created to address the problem.
• The four steps of the organizational development process help organizations “better absorb disruptive
technologies, market opportunities, and ensuing challenges and chaos” so they can improve from the inside out,
Boundless explains
P. Nick Blanchard and James W.
Thacker, Effective Training: Systems,
REFERENCES Strategies and Practices
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