Skill Training

Definition of Training
Training is the organized activity aimed at imparting information and/or instructions to improve the
performance of the employees and to attain a required level of knowledge or skill. Training is a process of
learning a sequence of programmed behavior. It is the application of knowledge & gives people an
awareness of rules & procedures to guide their behavior. It helps in bringing about positive change in the
knowledge, skills & attitudes of employees. It is an investment in getting more and better quality work from
the employees. Generally training is given to the newly selected employees who have no idea about the job
and how to do the job. It is needed for old employees whenever new machines and plants are introduced as
these may have different procedure of working. It is the process for providing required skills to the
employee for doing the job effectively, skillfully and qualitatively. Training of employees is periodical and
given in specified time. Generally training will be given by an expert or professional in related field or job.
There are a few definition of training as:

Dale S. Beach defined training as "the organized procedure by which people learn knowledge and skill for a
definite purpose".
According to Edwin B. Flippo, "Training is the act of increasing the knowledge and skill of an employee
for doing a particular job.”
According to Jack Halloran, “Training is the process of transmitting and receiving information related to
problem solving.”
According to Gary Dessler, “Training is the process of teaching new employees the basic skills they need to
perform their jobs.”
According to Ricky W. Griffin, Training usually refers to the teaching operational or technical employees
how to do the job for which they were hired.”
In the words of Michael J. Jucius, "Training is a process by which the aptitudes, skills and abilities of
employees to perform specific jobs are increased."
In the words of Dale Yoder, "Training is the process by which manpower is filled for the particular job it
has to perform."

Training is a continuous program before managers who always keep their subordinates up-to-date. It is a
learning experience in that it seeks a relatively a permanent change in an individual that will improve the
ability to perform on the job. Training constitutes a basic concept in human resource development. It is a
highly useful tool that can bring an employee into a position where they can do their job correctly,
effectively, and conscientiously. Basically training programs are more present day oriented; focus on
individual‟s current jobs, enhancing specific skills and abilities to immediately perform their jobs.

Purposes/Objectives of Training
Training is required at every stage of work and for every person at work. To keep one updated with the fast
changing technologies, concepts, values and environment, training plays a vital role. Training programs are
also necessary in any organization for improving the quality of work of the employees at all levels. It is also
required when a person is moved from one assignment to another of a different nature. It is concerned with
increasing the knowledge and skills of employees for doing specific jobs, and development involves the
growth of employees in all aspects. Basically training is crucial for organizational development and success.
It is fruitful to both employers and employees of an organization. An employee will become more efficient
and productive if he is trained well. It increases job skills, development shapes attitudes of employees.

1. To provide job related knowledge to the workers.

2. To impart skills among the workers systematically so that they may learn quickly.
3. To bring about change in the attitudes of the workers towards fellow workers, supervisor and the
organization.
4. To improve the productivity of the workers and the organization.
5. To reduce the number of accidents by providing safety training to the workers,
6. To make the workers handle materials, machines and equipment efficiently and thus to check
wastage of time and resources.
7. To prepare workers for promotion to higher jobs.
8. Creating a pool of readily available and adequate replacements for personnel who may leave or move
up in the organization.
9. Building a more efficient, effective and highly motivated team, which enhances the company's
competitive position and improves employee morale.
10. Ensuring adequate human resources for expansion into new programs.
11. Training and development help companies to improve the quality of work done by their employees.
Training programs concentrate on specific areas.
12. Through training and development the employee is up to date with new technology and the fear of
being thrown out of the job is reduced.
13. This program greatly helps new employees to get accustomed to new methods of working, new
technology, the work culture of the company etc.
14. This 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.

Training presents a prime opportunity to expand the knowledge base of all employees, but many employers
find the development opportunities expensive. Despite the potential drawbacks, training and development
provides both the company as a whole and the individual employees with benefits that make the cost and
time a worthwhile investment. It allows employees to acquire new skills, sharpen existing ones, perform
better, increase productivity and be better leaders. Since an organization is the sum total of what employees
achieve individually, organizations should do everything to ensure that employees are performing at their
highest level.

Advantages/Needs/Benefits of Employee Training

Training is very important for organizational development and success. It is fruitful to both employers and
employees of an organization. It is an organized procedure for increasing the knowledge and skill of people
for a specific objective. A routine investment in training program always shows a positive return for the
organization in a variety of ways, including improved work quality and productivity, higher retention rates
of staff and a decrease in wasted time and resources. This moulds the thinking of employees and leads to
quality performance of employees. It is continuous and never ending in nature. At all levels of organization,
training and development programs are needed in order to make qualitative improvement in the work of the
employees. There are so many benefits of a training program. That is why; HR managers are interested to
conduct different kinds of training. General benefits of a training program are-

1. Improved quality: The customers have become quality conscious and their requirement keep on
changing. To satisfy the customers, quality of products must be continuously improved through
training of workers. Training meets both an organization and employee‟s needs by increasing the
quality and flexibility of a business. It can be done by fostering increased productivity through
improved accuracy and efficiency and improved work quality and customer satisfaction. Employees
gain standard methods to use in their tasks. They are also able to maintain uniformity in the output
they give. This results with a company that gives satisfying services or goods.
2. Increase competitiveness: Businesses must continually improve their work practices and
infrastructure to stay competitive in an increasingly global market. Training staff to manage the
implementation of new technology, work practices and business strategies can also act as a
benchmark for future development. Enhanced job related skills prepare employees for managerial
and technological changes in the workplace, and position the company for greater competitiveness.
Greater literacy and numeracy skills improve chances of individuals finding work and attaining
promotions on the job.
3. Improved staff attitude and morale: Training can be used to create positive attitudes through
clarifying the behaviors and attitudes that are expected from the employee. Regular training and
learning opportunities are an investment that helps employees to prosper and develop their careers.
By investing in their success, employees become more loyal to the business.
4. Retaining qualified employees: Well-trained and valued employees lead to a positive and
productive workplace, leading to lower turnover rates and lower recruitment costs. A supportive
environment where staff are trained and valued attracts the best talent, helping to reduce recruitment
costs. Training creates a feeling of confidence in the minds of the workers. It gives them a security at
the workplace.
5. Transfer of knowledge: Training is essential for knowledge transfer. It is very important to share
knowledge among the staff. In the training program, generally there is a mentor or speaker who
transfers his/her knowledge to the other employees of the organization.
6. Improved workplace safety: The right training can ensure that the employees are using equipment
correctly and observing correct health and safety practices in the workplace. The understanding of
safety regulations and procedures leads to fewer injuries. The more trained an employee is, the less
are the chances of committing accidents in job, which in turn leads to reduced insurance costs and
less employee downtime.
7. Enhanced workplace efficiencies: When the employees will receive training, there will be a chance
of greater understanding of job demands and procedures which facilitates communication and
enhances workplace efficiencies. When the job related skills of the employees will be increase,
employees are better suited to meet the demands of the job and better prepared to assume greater
responsibilities and seek promotion.
8. Help in addressing employee weaknesses: Most workers have certain weaknesses in their
workplace, which hinder them from giving the best services. A training program allows them to
strengthen those skills that each employee needs to improve. A development program brings all
 employees to a higher level so they all have similar skills and knowledge. In turn, this benefits the
organization as projects will be completed faster and employees will need less assistance on tasks.
9. Ensuring worker satisfaction: Training and development makes the employees also feel satisfied
with the role they play in the company or organization. They feel they belong to the company or the
organization that they work for and the only way to reward it is giving the best services they can.
Training helps the employee to get job security and job satisfaction. The more satisfied the employee
is and the greater is his morale, the more he will contribute to organizational success and the lesser
will be employee absenteeism and turnover.
10. Be in touch with all the latest technology developments: New technology is being developed all
the time and so it is not sufficient to run a one-off training session. Regular training needs to take
place to ensure that staff is using all the latest technology comfortably and to its full potential. This
can be achieved through implementing a customized training program.
11. Effective management: Training can be used as an effective tool of planning and control. It
develops skills among workers and prepares them for handling present and future jobs. It helps in
reducing the costs of supervision, wastages and industrial accidents. It also helps increase
productivity and quality which are the cherished goals of any modern organization.
12. Increased productivity: Through training and development the employee acquires all the
knowledge and skills needed in their day to day tasks. It is essential to increase productivity and
reduce cost of production for meeting competition in the market. Effective training can help increase
productivity of workers by imparting the required skills. Workers can perform at a faster rate and
with efficiency thus increasing overall productivity of the company. They also gain new tactics of
overcoming challenges when they face them.
13. Reduction in supervision: When the employees receive necessary skills and knowledge, become
more confident. A well trained employee will be well acquainted with the job and will need less of
supervision. They will become self reliant and require only little guidance as they perform their
tasks. Thus, there will be less wastage of time and efforts. The supervisor can depend on the
employee‟s decision to give quality output. This relieves supervisors the burden of constantly
monitoring the activities.

Actually training of employees takes place after joining in the organization. When they are newly selected,
they have less idea about the job. It is the process of enhancing the skills, capabilities and knowledge of
employees for doing a particular job. Training and career development are very vital in any company or
organization that aims at progressing. Training simply refers to the process of acquiring the essential skills
required for a certain job. Thus, training is a process that tries to improve skills or add to the existing level of
knowledge so that the employee is better equipped to do his/her present job or to mould him/her to be fit for
a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the
job demands.

Principles of Training
Training is a process in which the trainees get an opportunity to learn the key skills which are required to do
the job. Learning with earning is known as training. It helps the employees to understand the complete job
requirements. Nowadays, many organizations organize a training program for the new recruits just after their
selection and induction, to let them know about the rules, policies and procedures for directing their
behavior and attitude as per the organizational needs. It also helps the employees to change the conduct
towards their superior, subordinates and colleagues. It helps to groom them for their prospective jobs.
Training to improve an employee's performance obeys the principles of it posses. These are:

1. Recovery: In order to adapt after training, recovery is required. Recovery does not mean sleep; a
person will recover from hard training by just resting them. Rest is required in order for the body to
recover from the training and to allow adaptation to take place. An inadequate amount of rest may
lead to over training.
2. Specificity: Specificity is an important principle in strength training. Basically it says a person has to
do the thing which he/she wants to improve. The type of training we choose must be right for the
type of improvement we want to see.
3. Overload: This principle says that to get better, stronger or faster a person needs to push the body
beyond the levels it is used to. The body will react to the training loads imposed by increasing its
ability to cope with those loads.
4. Adaptation: Adaptation occurs after the training session is completed. Adaptation means make
fundamental changes to its function and structure that allow a person to work harder and go faster.
The rate of adaptation will depend on the volume, intensity and frequency of the training sessions.
5. Reversibility or Detraining: When training stops or reduces below a certain level, the training
effects and adaptations also stop. Not only the body will stop adapting but the process will go into
reverse and the adaptations will be lost. For optimal adaptation the number of sessions per week
needs to increase.
6. Tedium/Variance: Try to vary the training process, to keep employees interested and to give them a
different challenge. Remember a change is as good as a rest and it will help to reduce boredom. So,
there should have a variety in the training process, materials, trainers, etc.

The training must be a continuous process, must be planned systematically in order to accomplish the
desired results efficiently; must result in benefits both to the organization as well as employee. Different
research found that in order for the training program to be effective, the above principles must form the basis
for training program.

Steps of Training and Development Program

Basically training is a process. It involves experiences directed by the organization to help employees learn
information and behavior that contribute to organizational and individual goals. Effective training can lead
to increased compliance with regulations. It can even lead to a happier, more satisfied workforce, which in
turn reduces turnover. But creating effective training isn‟t easy. Having a trained workforce means
employees are learning new skills that can improve production, cut time spent in creation of the product or
giving the service, reduce production costs, reduce mistakes, build confidence in the workforce, and create a
better working environment. To get these benefits from training, HR specialists and managers must assess
the needs, objectives, contents which are associated with training. The person, who is responsible for
training, must assess the needs of employees and the organization to learn which objectives should be
sought. Once objective are set, the specific contents should be considered. Generally the steps to create an
effective training are-
 Steps to Create Effective Training

Step-1: Assess Training Needs

Step-2: Set Organizational Training

Objectives

Step-3: Create Training Action Plan

Step-4: Implement Training Initiatives

Step-5: Evaluate and Revise Training

Figure: Steps of Training Program

Step-1: Assess training needs: The first step in developing a training program is to identify and assess
needs. The person who is responsible for training or development must assess the needs of the employee and
the organization to learn which objectives should be sought. Identifying training needs is a process that
involves establishing areas where employees lack-skills, knowledge and ability in effectively performing
their jobs. These needs may be established in the organization‟s strategic, human resources or individual
development plans. The needs assessment can be studied from two perspectives: Individual and group. The
individual training is designed to enhance the individual‟s efficiency when not performing adequately
whereas the group training is intended to inculcate the new changes in the employees due to a change in the
organization‟s strategy. The objective of establishing a needs analysis is to find out the answers to the
following questions-
1. Why is training needed?
2. What type of training is needed?
3. When is the training needed?
4. Where is the training needed?
5. Who needs the training?
6. Who will conduct the training?
7. How will the training be performed?

Step-2: Set organizational training objectives: The training needs assessment will identify the gaps
between current performance and the performance which will be shown after getting the training. Having
identified the training needs, the gap between the existing desired repertoire of knowledge, attitude and
skills of employee, the next logical step involved in translating needs into objectives. The ultimate goal is to
bridge the gap between current and desired performance through the development of a training program. At
the employee level, the training should match the areas of improvement discovered through 360 degree
evaluation.

Step-3: Create training action plan: When the organizational training objectives are properly determined,
the next step is to create a comprehensive action plan for training that includes learning theories,
instructional design, content, materials and any other training elements. Resources and training delivery
methods should also be detailed. While developing the program, the level of training and participant‟s
learning styles need to also be considered.

Step-4: Implement training initiatives: Once the designing of the training program is completed, the next
step is to put it into the action. The implementation phase is where the training program comes to life.
Organizations need to decide whether training will be delivered in-house or externally co-ordinate. Before
presenting a training program, organization should make sure about the following characteristics of an
effective trainer. The trainer should have-
1. A desire to teach the subject being taught.
2. A working knowledge of the subject being taught.
3. An ability to motivate participants.
4. Appropriate audio-visual equipment to enhance the training session.

Step-5: Evaluate and revise training: A training program should be continuously monitored. After the
training is done, the employees are asked to give their feedback on the training session and whether they felt
useful or not. Through feedback, an organization can determine the weak spots if any, and can rectify it in
the next session. At the end, the entire program should be evaluated to determine whether it was successful
and met training objectives or not. The evaluation of the training program is a must because companies
invest huge amounts in these sessions and must know its effectiveness. There are several benefits for
evaluating a training program. These are-
1. Evaluations will provide feedback on the trainer‟s performance, allowing them to improve
themselves for future programs.
2. Evaluations will indicate its cost effectiveness.
3. Evaluations are an efficient way to determine the overall effectiveness of the training program for the
employees as well as the organization.
4. Identify strengths and weakness in the training process.
5. Establish a data base for future decision about the program.

The above are the steps to create effective training. Actually the success of the total training program
depends on successfully complete each of the above steps separately. If there is any problem in assessing
training need, then the total process will be fruitless. If the organization can follow these steps listed above,
it‟ll find that training programs will be much more effective, leading to an increased profitability, happier
employees, and the attainment of key business goals. So, HR manager should carefully complete each of
these steps in a systematic manner.
Methods of Training
Training is the act of increasing the skill of an employee for doing a particular job. Since training involves
time, effort & money of an organization, so an organization should to be very careful while designing a
training program. The objectives & need for training should be clearly identified & the method or type of
training should be chosen according to the needs & objectives of the organization and the employees. After
the training objectives have been determined and translated into specific course areas and the trainees have
been identified and evaluated, management will be in a position to decide the overall curriculum that is, the
array of courses to be offered. Once the organization‟s training needs have been identified, the human
resources manager must initiate the appropriate training effort. So many training methods are available for
the HR manager. Broadly we can categorize those into two categories. These are-
1. On- the Job Training
2. Off-the Job Training

Methods of Training

On-the Job Training Methods Off-the Job Training Methods

1. Coaching 1. Lectures
2. Mentoring 2. Audio-visual Aids
3. Understudy 3. Simulated Training
4. Job Rotation 4. Behavior Modeling
5. Programmed Learning 5. Vestibule Training
6. Apprenticeship 6. Role Playing
7. Job Instruction Training 7. Conferences and seminars
8. Workshop
9. Management Game
10. Case Study

Figure: Methods of training

On the job training: On the job training methods are those which are given to the employees within the
everyday working of a concern. Under this method an employee is instructed by some experienced
employee, who may be a special instructor or supervisor. The success of this type of training mainly
depends on the trainer. By this method new or inexperienced employees learn through observing peers or
managers performing the job and trying to imitate their behavior. These methods are less disruptive as
employees are always on the job. Advantages of On-the-Job training:
 It is directly in the context of job
 It is a simple and cost-effective training method.
 It is often informal
 It is most effective because it is learning by experience
 Trainees are highly motivated
 It is free from artificial classroom situations
Some of the commonly used methods are-
Coaching: It 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 learning theory to practice. The biggest problem is
that it depends on the existing practices and styles. It involves frequent helping activities on the part
of a superior toward a subordinate.
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.
Here this role is performed by someone other than the immediate superior. It involves providing an
employee with an experienced coach to oversee his or her learning experience. The mentor or coach
provides advice and instruction, but is not performing the job with the employee as in on-the-job
training.
Understudy: This involves assigning an inexperienced manager to work with a more experienced
manager, often on an „assistant to‟ basis. Basically it is a development technique to prepare a
manager for taking over the charge of his/her senior after his/her retirement, transfer, promotion or
death.
Job Rotation: The job rotation refers to transfer of managers from one job to another or from one
department to another or from one section to another in a planned manner. Rotation not only makes a
person well acquainted with different jobs, but also it alleviates boredom and allows developing
rapport with a number of people. It also opens new opportunities to employees. Sometimes it also
creates dissatisfaction to employee with the undesirable new rotation.
Programmed Learning: A systematic method for teaching job skills involving presenting questions
or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy
of his or her answers. In this method, knowledge is imparted with the use of a text book or a teaching
machine. It involves breaking information down into meaningful units and then arranging these in a
proper way to form a logical and sequential learning program or packages.
Apprenticeship: It involves learning from a more experienced employee or employees. It is a
system of training a new generation of practitioners. The trainees serve as apprentice to experts for
long periods. They have to work in direct association with and also under the direct supervision of
their masters. They get practical knowledge while working on the job and theoretical knowledge in
the class room lecture. The workers get some stipend during their training period. It is the oldest and
traditional method of training in crafts, trades and technical areas.
Job Instruction Training: It may consist an instruction or directions to perform a particular task or
a function. It may be in the form of orders or steps to perform a task. In job instruction training,
trainees are given essential information and are allowed to demonstrate their understanding.
Preparing the trainees and telling them about the job and overcoming their uncertainties can be
ensured through instructions. It is used primarily to teach workers how to do their current jobs. A
trainer, supervisor or co-worker serves as the instructor.

Off the job training- Off the job training methods are those in which training is conducted in separate from
the job environment, study material is supplied, there is full concentration on learning rather than
performing and there is freedom of expression. It is generally used in case of new employees. Advantages
of Off-the-Job Training:
 Trainers are usually experienced enough to train
  It is systematically organized
 Efficiently created programs may add lot of value

Important methods includes-

Lectures: It is a very popular and simple method. The concepts, ideas, theories, principles are
experienced through lectures. Here training material is presented verbally and are used when the goal
is to present a great deal of material to many people. It is more cost effective to lecture to a group
than to train people individually. Lecturing is one-way communication where the speaker is an
expert who collects the materials and delivers to the trainee executives. It is a time saving and low
cost method.
Audio-visual Aids: Audio-visual materials such as video disk, films or other instruments are also
used in skills training programs. It is the medium through which information, knowledge and skills
relating to job performance with demonstration can be presented more effectively. One advantage is
that the presentation is the same no matter how many times it's played. But the major fault with this
method is that it does not allow for questions and interactions with the speaker, nor does it allow any
kind of changes.
Simulated Training: It is a method in which trainees learn on the actual or simulated equipment
they will use on the job, but are actually trained off the job. It may take place in a separate room with
the same equipment the trainees will use on the job. However, it often involves the use of equipment
simulators. Experienced employees can describe real world experiences, and can help in and learn
from developing the solutions to these simulations. This method is cost effective and is used in
marketing and management training.
Behavior Modeling: A training technique in which trainees are first shown good management
techniques in a film, are asked to play roles in a simulated situation, and are then given feedback and
praise by their supervisor.
Vestibule Training: It is the practice of giving skills training to individuals after they are hired but
before they are assigned to specific jobs. Vestibule training is not widely used because it often
focuses on skills that firms expect workers to have when they are hired. Under vestibule training,
workers are trained on special machines in a separate location i.e., classrooms. Under this method,
training is given in artificial conditions which are just like the real conditions. The theoretical
training is given in the classroom. This method is followed when the number of persons to be trained
is very large. It is often used to train machine operators, computer operators, typists etc.
Role Playing: Role playing presents an opportunity to learn not just the contents but other
perspectives on it. Through this technique, the executives are trained in an interesting manner. Here
the employees have to react to one another in the similar manner as they would be doing a job as
manager in real situation.
Conferences and Seminars: These are the common methods of training. Participants gain
knowledge and understanding by attending these programs and actively participating in the
proceedings. Group discussions, exchange of ideas take place which help the participants to develop
leadership qualities.
Workshop: In workshop, a group of executives meet as par plan and discuss a problem of common
interest to find solution. The workshop has a leader who leads the discussion and takes due care that
the participating members are not moving away from the main problem under discussion. Here the
members develop their knowledge by comparing their opinion with others.
 Management Game: Under this technique, the trainee executives are divided into rival groups
assuming the management of simulated companies. Each rival group has to discuss a given subject
relating to production, marketing, pricing etc. and arrive at a decision.
Case study: Under this technique, the cases based on actual business situations are prepared and
given to the trainee managers for discussion and arriving at a proper decision. Managers are given
opportunity to find out the latent problems and suggest alternatives to tackle them. This technique
helps in improving the decision making skills by making analytical judgment.

Actually training methods will not be same for all persons of the organization. Different person requires
different kinds of training. In this case, HR manager or the owner will decide what types of training is
required by the person and then they will try to arrange them. The result of the training program will depend
mainly on the requirements of the trainee.

Reasons for Failure of Training

Training is the act of increasing the skill of an employee for doing a particular job. The complexity of jobs
increases the need for training. The advancement in technology, wide use of computerization and related
sophistication has increased the need for training. But sometimes this training program becomes fruitless
because of some reasons. These are:
1. The benefits of training are not clear to the top management.
2. Behavioral objectives are often not precise.
3. Timely information about external programs may be difficult to obtain.
4. The top management doesn't appreciate the benefits of training.
5. Managers who provide training are not appropriately rewarded by top management.
6. A proper training plan and budget are not in place.
7. Information about external training programs may not be obtained in a timely manner.
8. Without proper scheduling, supervisors cannot maintain production norms if employees attend
training programs.
9. No accountability measurements are set up for trainers or trainees.
10. Training is regarded as a one-time event and not as an ongoing need.
11. Little or no support is given from upper management.

Tips for Successful Training Programs

Training is the act of increasing the knowledge and skill of an employee for doing a particular job. It is
required at every stage of work and for every person at work. To keep one updated with the fast changing
technologies, concepts, values and environment, training plays a vital role. It is the process of transmitting
and receiving information related to problem solving. Organizations waste a lot of scarce resources in
conducting ineffective training programs. Employee morale also suffers when employees see managers not
really serious about instilling the new behaviors. Here are some tips to help an organization to make
employee training more effective and ensure the employees are learning what they need to do their jobs
more efficiently.

1. Set specific training goals with a committee that includes top management.
2. Set up an accountability system to measure the effectiveness of trainers and trainees;
 3. Design a training schedule that includes ongoing training, such as beginner, intermediate, and
advanced as well as refresher training.
4. Always have a representative from upper management on the training committee to ensure that
training is an integral part of the organization‟s present and future plans for success.
5. Evaluate each employee‟s individual job effectiveness to see if the proper tools and information have
been provided to ensure success.
6. Establish formal and systemic training programs for new employees.
7. Feedback is an important method to reinforce learning by making the learners to recall information.
8. Organizations produce interesting training videos and other aids that use the principles of variety,
repetition, and make the training interesting to the learners.
9. Help the employees to understand why they need specific training rather than just setting up
mandatory sessions.
10. Design and conduct good quality training programs for employees.
11. Training should be based on the employees' needs, which are determined through: supervisory
recommendations, analysis of job performance, and suggestions of the employee.
12. Offer recognition for completed training.
13. Make the employees accountable for participating in the organization's training programs.
14. Be sure the training offered is relevant to the employee who is being trained.

These are only a few of the many ways one can make the employee training more effective and help to
ensure employees are walking away with the knowledge they need to perform their jobs. Actually, the best
way to avoid failure of training is to create awareness among companies so that they invest more time and
budget to properly conduct training sessions for their employees.

Qualities of Effective Trainers

Training is a learning experience in that it seeks a relatively permanent change in an individual that will
improve the ability to perform on the job. We typically say training can involve the changing of skills,
knowledge, attitudes, or behavior. It may mean changing what employees know, how they work, their
attitudes towards their work, or their interaction with their coworkers or supervisor. This will happen only
when the trainer of the training program will be qualified. While some of these qualities are obviously
necessary for anyone in a specific position, others may not seem as necessary, such as being patient or open-
minded. All the best trainers are:

1. Good communicators: They speak well, express their thoughts clearly, and have an engaging
presentation style.
2. Interested in learning: They recognize the value of learning in their own lives and want to help
others learn. They find satisfaction in sharing with others the skills and knowledge they have
acquired through hard work and persistence.
3. Knowledgeable: They know their topic cold. They understand all the concepts and know all the
details. They can answer questions thoroughly and at a level that trainees understand. If they ever
can‟t answer a question, they know exactly where to go to get that answer and they promise to do so
as soon as possible.
4. Experienced: They know what they‟re talking about. They‟ve been in the field doing what they
teach in training.
 5. Good with people: Their personality styles may vary, but they enjoy working with people. They can
engage groups of people and work with them to meet training goals.
6. Patient: They understand that people learn in different ways and at different paces. They take the
time to make sure each trainee understands what‟s going on and leaves training sessions with the
skills and knowledge he or she came to acquire.
7. Open-minded: They respect other people‟s points of view and know that there are often many ways
to achieve the same objectives. They don‟t assume they know everything, but instead are willing to
listen to and learn from trainees.
8. Creative: They bring ingenuity and their own natural curiosity to the task of training. They create an
environment in their training sessions that encourages learning and inspires trainees to reach beyond
what they already know to explore new ideas and methods.
9. Well-prepared: They know their material, their objectives, and their plan of presentation. They‟ve
checked to see that any equipment they expect to use in training is in place and operational. They‟ve
made sure that all supplies and supporting materials are available in the right quantities.
10. Well-organized: Good trainers can handle several tasks at once. They know how to manage their
time and their work.
11. Flexible: They are able to adjust their training plan to accommodate their audience and still meet all
training objectives.

Steps of Evaluating Training

Once the objectives & need for training should be clearly identified & the method or type of training should
be chosen according to the needs & objectives is done accurately, an organization should take a feedback on
the training program from the trainees in the form of a structured questionnaire so as to know whether the
amount & time invested on training has turned into an investment or it was a total expenditure for an
organization. If the organization does not know the training programs are having an impact on the
employees‟ productivity and effectiveness, it is the wasting of time and money. To verify a program‟s
success, HR managers increasingly demand that training and development activities be evaluated
systematically. A lack of evaluation may be the most serious flaw in most training and development effort.
One of the best known and influential models for training and development evaluation was developed by
Donald Kirkpatrick, Professor Emeritus of the University of Wisconsin in 1975 in his book “Evaluating
Training Programs”. Today, it is the most recognized method of evaluating the effectiveness of training
programs. There are four steps in his model to evaluate the effectiveness of the training program. These are-

Results

Behavior

Learning

Reaction

Figure: Steps of evaluating training

Step-1 Reaction: This level measures how the trainees reacted to the training program. Obviously,
organization wants them to feel that the training was a valuable experience and they feel good about the
instructor, the topic, the material, its presentation and the venue. It is important to measure reaction because
it helps the organization to understand how well the training was received by the audience. It also helps to
improve the training for future trainees, including identifying important areas or topic that is missing in the
present training program.

Step-2 Learning: This is started by identifying what one wants to evaluate. It is often helpful to measures
these areas both before and after training. So before training commences, test the trainees to determine their
knowledge, skill levels and attitudes. Once training is finished, test the trainees second time to measure what
they have learned. It measures the degree to which participants acquired the intended knowledge, skills and
attitudes as a result of the training. This level is used by instructors and training executives to determine if
training objectives are being met.

Step-3 Behavior: This measures the degree to which participants‟ behaviors change as a result of the
training, basically whether the knowledge and skills from the training are then applied on the job. It is a
reflection of whether participants actually learned the subject material or not. Specifically, this looks at how
trainees apply the information. It is important to realize that behavior can only change if conditions are
favorable.

Step-4 Results: Actually measuring the final results of the training is likely to be most costly and time
consuming. The biggest challenges are identifying which outcomes, benefits, or final results are most
closely linked to the training and coming up with an effective way to measure these outcomes over the long
term. At this level, organization analyzes the final results of the training. This includes outcomes that the
organization has determined to be good for business and good for the employees.

Basically evaluation is the systematic collection and analysis of information about program activities,
characteristics, and outcomes to reduce uncertainty, improve effectiveness, and make decisions. The above
steps of training evaluation set the framework for developing organizational performance. This evaluation
will provide feedback about trainer‟s performance, its cost effectiveness, overall effectiveness of the training
program etc which will be used in the future training program.

Reasons for Evaluating Training Program

At the end of the entire training program, it should be evaluated to determine if it was successful and met
training objectives. It should be continuously monitored and evaluated to measure the effectiveness of the
training program. There are a number of reasons why organizations evaluate the training program. These
are:
1. It ensures the quality of training and find out the lacking of the present training program.
2. It helps employees to monitor their own improvement.
3. It helps to increase morality and loyalty among employees.
4. It ensures the cost effectiveness of the training program.
 5. It helps to determine the form of future training programs.
6. It will provide feedback on the trainer‟s performance, allowing them to improve themselves for
future programs.
7. It is an efficient way to determine the overall effectiveness of the training program for the employees
as well as the organization.
8. It helps in continuously improving all aspects of training
9. It helps to set instructor and speaker rewards and recognition most effectively
10. It increases participant learning, productivity, and satisfaction

Actually evaluation of training is very important thing because evaluation of a training program helps an
organization by giving different kinds of information. Some of these ate to determine achievement
of objective, identify strengths and weaknesses of a program, determine the cost-effectiveness of a program,
and assess causes of success or failure of the program.

Training vs. Learning

It's important to understand the difference between learning and training. Of course they are inextricably
linked, but they are unique aspects of any educational process. Training means the transfer of same skills to
similar settings for the purpose of addressing gaps in skills or knowledge learning. Training is also almost
entirely a formal learning process that focuses on physical/psychomotor skills. On the other hand, learning
means the permanent changes in a person that is related to past experiences and the opportunity to acquire
skills and knowledge. The other differences are:

Training
Training is a process by which
someone is taught the skills that are
needed for an art, profession, or job.
Training has an end.
It has a specific time limit.
Training is event-driven.
Learning
Learning is the activity or process of
gaining knowledge or skill by studying,
practicing, being taught, or experiencing
something: the activity of someone who
learns.
The process of learning never stops.
It has no time limit.
Learning is about experience.

Basically the above are differences between these two. Where it is clear that training is the giving of
information and knowledge, through speech, the written word or other methods of demonstration in a
manner that instructs the trainee and learning is the process of absorbing that information in order to
increase skills and abilities and make use of it under a variety of contexts.
Training vs. Development
Training is the process of teaching new employees the basic skills they need to perform their jobs. It refers
to the process of imparting specific skills. Development means those learning opportunities designed to help
employees to grow. It provides knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better management of a
company. It extends the capabilities of a person to improve the job performance and is about helping a
person to grow as well through gradual process. The other differences between these two are-

Training Development
Training is present day oriented. Development is future day oriented.
Generally, training programs are Generally, development programs are
arranged for new employees. arranged for existing employees.
It is task oriented. It is skills oriented.
Training is aimed at improving job Development aims at overall personal
related efficiency and performance. effectiveness including job efficiencies.
It has short-term focus. It has long-term focus.
Generally, it is given on a group basis. It is given on individual basis.
Skill level is changed through training. Behavior level is changed through
development.
Training has a limited scope; it is Development is career oriented and
specific job oriented. hence its scope is comparatively
wider than training.
Many individuals collectively attend Development is a self-assessment
the training program. procedure, and hence, one person himself
is responsible for one‟s development.
Training may not include development. Development includes training wherever
necessary.
It is a lower level learning program. It is a higher level learning program.
When we compare training and Development comes after the training
development, training comes first. program.

If we graphically represent training and development, it may be like the following pyramid.

Development

Training

Basically these are the differences between training and development. Training is a program organized by
the organization to develop knowledge and skills in the employees as per the requirement of the job.
Conversely, development is an organized activity in which the manpower of the organization learns and
grows; it is a self-assessment act. Generally training is given for enhancing overall knowledge and skills of
the employees but development is given for enhancing specific knowledge and skills of the employees.

Training vs. Education

Training is a well-planned program aimed at developing specific skills and knowledge of the manpower. It
is nothing but learning by doing. It is a common concept of human resource development where an attempt
is made to improve the performance, productivity and competency of the existing and potential employees
through learning. On the other hand by the term education, we mean learning in the classroom to acquire
certain knowledge. It is aimed to deliver knowledge about facts, events, values, beliefs, general concepts,
principles, etc. Basically these two are related to learning process. Though these are related to each other,
there are some differences between these two. These are-

Training Education
Training is undertaken in the hopes of Education is undertaken in the hopes of
gaining a specific skill. Generally this furthering one‟s individual knowledge
skill will make one more employable. and developing one‟s intellect.
It was originally practiced through It is originally practiced through firstly
different organizations. from family, different educational
institutions and from different
situations.
The training prepares a person for the The education prepares a person for
present job. future job and challenges.
Training has an end. Education is a lifelong process.
It is based on practical application. It is based on theoretical application.
It focuses on skills sought after by It focuses on creating lifelong
employers. independent thinkers

It is narrow in nature. It is wide in nature.

The objective of it is to improve The objective is to develop a sense of
performance and productivity. reasoning and judgment.
By training, the skill level of a person By education, the level of knowledge is
is increased. increased.
Training is the second level of the Education is the first level of the
learning process. learning process.
If we graphically represent training and education, it may be like the following pyramid.

Training

Education
Training and education are both different aspects of learning. At first, it may be difficult to tell the difference
between them, but if we consider the above thing then we can easily differentiate these two. The training
refers to the process of learning, acquisition of knowledge and skills in order for a person to perform a
specific task or job according to the requirements. In simple terms, education provides a knowledge base
that strengthens any other activities the individual may engage.

Learning Principles
Learning is the individual growth of person as a result of cooperative interaction with others. It is the
advancement of understanding that enables the learner to function better in their environment, improve and
adapt behaviors, create and maintain healthy relationships, and achieve personal success. Learning
principles are the guidelines to the way in which people learn most effectively. Several principles of learning
are especially relevant to a discussion of skill training. Among these some important principles of learning
are-

1. Repetition/Exercise: The principle of exercise states that those things most often repeated are best
remembered. It has been proven that learners will learn best and retain information longer when they
have meaningful practice and repetition. The key here is that the practice must be meaningful. It is
clear that practice leads to improvement only when it is followed by positive feedback. Learning
involves the repetition of key ideas so that they can be recalled during a test. When an employee
does an activity repeatedly, then he /she can learn this thing perfectly and there is low chance of
doing wrong thing.
2. Participation: Learning usually is quicker long lasting when the learner participates actively. As a
result of participation, people learn more quickly and retain that learning longer. Actually, in this
case the trainee should be ready to take training from the trainers.
3. Transference: The more closely the demands of the training program match the demands of the job,
the faster a person learns that job. Here, the knowledge of the trainer is transferred to the trainee.
Management has to be concerned with maximizing positive transfer and minimizing negative
transfer in any training exercise.

Principles of Learning
1. Repetition
2. Participation
3. Transference
4. Reinforcement
5. Feedback
6. Relevance
7. Readiness
8. Effect
9. Recency
10. Freedom
 Figure: Principles of Learning

4. Reinforcement: It is another critical principle of learning. It involves the process of providing

financial rewards or non financial incentives when the trainee reaches a higher level of skill. That
means there should have a system of rewarding the employees who will receives training. It can
often encourage trainees to become interested to be involved in the training, thereby improving the
quality and rate of learning.
5. Feedback: Feedback gives information about the progress to the learners. With feedback, motivated
learners can adjust their behavior to achieve the quickest possible learning curve. Without it, they
cannot guess their progress and may become discouraged.
6. Relevance: Learning is helpful when the material to be learned is meaningful. Trainers usually
explain the overall purpose of a job to trainees before explaining specific tasks. This allows the
worker to see the relevance of each job. On the other hand, if they do not perceive relevance of the
training program, they are more likely to resist the training program.
7. Effect: The principle of effect is that learning is strengthened when accompanied by a pleasant or
satisfying feeling, and that learning is weakened when associated with an unpleasant feeling. The
student will strive to continue doing what provides a pleasant effect to continue learning. Whatever
the learning situation, it should contain elements that affect the learners positively and give them a
feeling of satisfaction.
8. Readiness: Readiness implies a degree of concentration and eagerness. Individuals learn best when
they are physically, mentally, and emotionally ready to learn, and do not learn well if they see no
reason for learning. An effective program must comprise individuals who are ready to learn the skills
at hand. Determining trainee readiness involves examining two important issues which are as
follows-
(i) The trainee must possess the skills and qualification that are considered pre-requisites for the
training.
(ii) A second aspect is, whether the trainee is desired to upgrade the present skills or gain new skills.
9. Recency: The principle of recency states that things most recently learned are best remembered. For
example, it is fairly easy to recall a telephone number dialed a few minutes ago, but it is usually
impossible to recall a new number dialed last week. The closer the training or learning time is to the
time of actual need to apply the training; the more appropriate the learner will be to perform
successfully.
10. Freedom: The principle of freedom states that things freely learned are best learned. Conversely, the
further a learner is coerced, the more difficult is for him to learn, assimilate and implement what is
learned.

Learning is a relatively permanent change in the behavior or attitude of a person over time. It is the act of
acquiring new, or modifying and reinforcing, existing knowledge, behaviors, skills, values, or preferences
and may involve synthesizing different types of information. Basically the above list presents the basic
principles that underlie effective learning. These are a set of features that help to complete the learning
process.
Definition of Organization Development
Organizational development is the process of helping organizations improve through change in policies,
power, leadership, control or job redesign. The main focus is to improve efficiency and effectiveness within
the organization. Organizational development encompasses the actions involved with applying the study of
behavioral science to organizational change. It is the planned process of developing an organization to be
more effective in accomplishing its desired goals. It is necessary to move the organization forward through
this process. Through this process, the changes experienced with respect to downsizing, rightsizing,
continuous improvements, diversity, and reengineering. It emerged from human relations studies in the
1930s, during which psychologists realized that organizational structures and processes influence worker
behavior and motivation.

According to Arnold Minors et.al, "OD is a field directed at interventions in the processes of human
systems in order to increase their effectiveness and health using a variety of disciplines, principally applied
behavioral sciences."
According to Matt Minahan et.al, "Organization Development is a body of knowledge and practice that
enhances organizational performance and individual development, by increasing alignment among the
various systems within the overall system."

Organization Development is an effort of planned, organization-wide, and managed from the top, to increase
organization effectiveness and health through planned interventions in the organizations processes. It is a
planned and systematic approach to enabling sustained organization performance through the involvement
of its people.

Techniques of Organization Development

Development efforts in human resource management go beyond the individual. There are instance, like
changing an organization‟s culture, where system-wide change and development are required.
Organizational development techniques have been created to change the values and attitudes of people and
the structure of organizations in order to make them more adaptive. The most popular and used
organizational development techniques are:

1. Survey Feedback: Information is collected through survey method. This is the most popular and
widely used method of data collection. The wide range of data is collected regarding working
conditions, quality of work, working hours, wages and salaries, attitude of employees, etc. These
data are then analyzed by the team of managers. They find out the problem, evaluate the results and
find out solutions. Information is collected from all the members of the organization. This procedure
is followed at all levels of management involving all the employees of the organizations.
2. Team Building: Team building is another method of organization development. This method is
specifically designed to make improvement in the ability of employees and motivating them to work
together. Team building is attempted at the group or inter-group level. The objective is to improve
co-ordination thereby improving the performance as a group. It is the organization development
technique which emphasizes on team building or forming work groups in order to improve
organizational effectiveness. These teams consist of employees of the same rank and a supervisor.
 The teams or work groups are pretty small consisting of 10 to 15 persons. The trainer only guides but
does not participate in the group discussion.
3. Sensitivity Training: It is quite popular OD intervention. It is also known as laboratory training.
Under this technique the employees in groups are asked to interact. The term sensitivity refers to the
psychological aspect of human mind that has to be shaped to act in accordance with the expectations
of the group. The idea is to improve the behavior of people in order to maintain smooth inter-
personal relationship without anybody‟s power or influence. The aim of sensitivity training is to help
people understand each other and gain insight so that they feel free and become fearless. Under this
technique the different groups of employees are allowed to mix up with each other and communicate
freely and build up interpersonal relationship. They learn the reflection of their behavior and try to
improve it. In the words of Chris Argyris, “sensitivity training is a group experience designed to
provide maximum possible opportunity for the individuals to expose their behavior, give and receive
feedback, experiment with new behavior and develop awareness of self and of others.”
4. Management by Objectives (MBO): Management by objectives (MBOs) is a concept developed by
Peter Drucker in his 1954 book The Practice of Management. MBO represents a modern method of
evaluating the performance of personnel. This would inevitably enable subordinates to exercise self-
control over their performance behaviors. In this method, firstly, the management sets the goals and
communicates the same to the employees, and then the performance of an employee is compared
against these set goals and is evaluated on this basis. Broadly management by objectives can be
described as “a process whereby the superior and subordinate managers of an organization jointly
identify its common goals, define each individuals' major areas of responsibility in terms of results
expected of him and use these measures as guides for operating the unit and assessing the
contributions of each of its members”. MBO thus represents more than an evaluation program and
process. The features of MBO are-
 MBO emphasizes participative set goals that are tangible, verifiable and measurable.
 MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods).
 MBO is a systematic and rational technique that allows management to attain maximum results
from available resources by focusing on achievable goals.
 Superior and subordinate get together and jointly agree upon the list the principal duties and
areas of responsibility of the individual‟s job.
 The subordinate sets his own short-term performance goals or targets in cooperation with his
superior.
 They agree upon criteria for measuring and evaluating performance.
 From time to time, as decided upon, the superior and subordinate get together to evaluate
progress towards the agreed-upon goals.
 In the appraisal process, the superior plays less of the role of a judge and more of the role of
one who helps the subordinate to attain the organization‟s goals or targets.

Advantages of MBO
 It is based on the assumption that the individual (employee) knows more than anyone else about
her/his own capabilities, needs, strengths, weaknesses and goals.
 A further advantage of MBO is that the emphasis is on the future rather than on the past.
Appraisal thus becomes a means to a constructive end.
 Disadvantages of MBO
 Not applicable to all jobs, allocation of merit pay may result in setting short-term goals rather
than important and long-term goals etc.
 Sometimes MBO suffers from unclear and un-measurable objectives set for attainment.
 The activities involved in an MBO program such as setting goals, measuring progress, and
providing feedback can take a great deal of time.
5. Managerial Grid: The treatment of task orientation and people orientation as two independent
dimensions was a major step in leadership studies. Many of the leadership studies conducted in the
1950s at the University of Michigan and the Ohio State University focused on these two dimensions.
Building on the work of the researchers at these Universities, Robert Blake and Jane Mouton
(1960s) proposed a graphic description of leadership styles through a managerial grid (sometimes
called leadership grid).

A graphic portrayal of two-dimensional view of leadership style was developed by Black and
Mouton. The Managerial Grid provides a means for evaluating leadership styles then training
managers to move toward an ideal style of behavior. The horizontal axis represents concern for
production (similar to job-centered and initiating-structure behaviors), and the vertical axis
represents concern for people (similar to employee – centered and consideration behaviors). Each
dimension ranging from low (1) to high (9), thus creating 81 different positions in which the leader‟s
style may fall.

Figure: Managerial Grid Theory

Based on the findings of Blake and Mouton, managers were found to perform best under 9,9 style, as
contrasted, for example with a 9,1 (authority type)nor 1,9 (laissez-faire type) style. Unfortunately,
the grid offers a better framework for conceptualizing leadership style than for presenting any
tangible new information in clarifying the leadership quandary, because there is little substantive
evidence to support the conclusion that a 9,9 style is the most effective in all situations. The five
resulting leadership styles are as follows:
 Impoverished Management (1, 1): The manager who exhibits minimal concern for both production
and people. Managers with this approach exercise minimum effort to get the work done from
subordinates. The leader has low concern for employee satisfaction and work deadlines and as a
result disharmony and disorganization prevail within the organization. The leaders are termed
ineffective if their action is merely aimed at preserving job and seniority.
Task management/Authority compliance (9, 1): The manager who is highly concerned about
production but exhibits little concern for people. The style is based on theory X of McGregor. The
employees‟ needs are not taken care of and they are simply a means to an end. The leader believes
that efficiency can result only through proper organization of work systems and through elimination
of people wherever possible. Such a style can definitely increase the output of organization in short
run but due to the strict policies and procedures labor turnover is apparent.
Middle-of-the-Road (5, 5): The manager who maintains adequate concern for both people and
production. This is basically a compromising style wherein the leader tries to maintain a balance
between goals of company and the needs of people. The leader does not push the boundaries of
achievement resulting in average performance for organization. Here neither employee nor
production needs are fully met.
Country Club (1, 9): The manager who exactly opposite concerns from the (9, 1) manager. This is a
collegial style characterized by low task and high people orientation where the leader gives
thoughtful attention to the needs of people thus providing them with a friendly and comfortable
environment. The leader feels that such a treatment with employees will lead to self-motivation and
will find people working hard on their own. However, a low focus on tasks can hamper production
and lead to questionable results.
Team Management (9, 9): The manager who exhibits maximum concern for both people and
production. The style is based on the theory Y of McGregor and has been termed as most effective
style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and
respect are the key elements in creating a team atmosphere which will automatically result in high
employee satisfaction and production.

Limitations of Blake and Mouton’s Managerial Grid

 The model ignores the importance of internal and external environment.
 This approach ignores strategic issues like mission, vision, goals etc.
 Strategic management levels like operational level, corporate level and business level etc. is not
classified in this approach.
6. Brain Storming: Brainstorming technique was developed by Alex Osborn a partner in an agency. It
is a popular method for encouraging creative thinking in groups of about 8 people. Simply
brainstorming is meant to overcome pressures for conformity in the interacting group that retard the
development of creative alternatives. It is built around four basic guidelines for participants:
 Generate as many ideas as possible.
 Be creative, freewheeling, and imaginative.
 Build upon, extend, or combine earlier ideas.
 Withhold criticism of others‟ ideas.
Participants are closely observed at the discussion and no expert is provided to conduct the meeting.
The participants sit across the table for close communication. The brainstorming technique can
generate an atmosphere where people can express freely. This encourages group interaction and
 creative thinking. The only limitation this method has is that it is time consuming and hence
expensive.
7. Process Consultation: In process consultation the consultant or expert provides the trainee feedback
and tell him what is going around him as pointed out by E H Schein. Under this technique the
consultant or expert provides necessary guidance or advice as to how the participant can solve his
own problem. Here the consultant makes correct diagnosis of the problem and then guides the
participants. It is developed to find solutions to the important problems faced by the organization
such as decision making and problem solving, communication, functional role of group members,
leadership qualities. The organization must see that process consultation is done through an external
expert with the needed support provided by the authorities from within the organization.
8. Quality Circles: Under this system a group of 5 to 12 come together at their own free will during
working hours once in a week and discuss out the problems and suggests solution to the management
for implementation. The supervisors remain present during the meeting. Quality Circles have their
origin in Japan in nineteen sixties which improved the quality, reduced cost and heightened the
morale of the workers.
9. Transactional Analysis: Transactional analysis helps people to understand each other better. It is a
useful tool for organizational development but it has diverse applications in training, counseling,
interpersonal communication and making analysis of group dynamics. Nowadays, it is widely used
as OD technique.

Managing Organizational Change

Organizational change occurs when a company makes a transition from its current state to some desired
future state. Managing organizational change is the process of planning and implementing change in
organizations in such a way as to minimize employee resistance and cost to the organization while
simultaneously maximizing the effectiveness of the change effort.

Today's business environment requires companies to undergo changes almost constantly if they are to
remain competitive. But organizational change is also resisted. The failure may be due to the manner in
which change has been visualized, announced, and implemented or because internal resistance to it builds.
Employees, in other words, sabotage those changes they view as antithetical to their own interests.

Techniques for Managing Change Effectively

Organizational change management is an approach to transitioning organizations to a desired future state. It
is actually the means used in organization to evaluate processes so as to come up with a perfect solution. The
main aim of this approach is to ensure that changes are thoroughly and smoothly implemented. Change
management is therefore a very broad field and approaches used in managing change vary widely from
organization to organization. Managing change effectively requires moving the organization from its current
state to a future desired state at minimal cost to the organization. Key steps in that process are:
1. Understanding the current state of the organization. This involves identifying problems the company
faces, assigning a level of importance to each one, and assessing the kinds of changes needed to
solve the problems.
2. Competently predicting and laying out the desired future state of the organization. This involves
picturing the ideal situation for the company after the change is implemented, conveying this vision
 clearly to everyone involved in the change effort, and designing a means of transition to the new
state.
3. Implementing the change in an orderly manner. This involves managing the transition effectively. It
might be helpful to draw up a plan, allocate resources, and appoint a key person to take charge of the
change process. The company's leaders should try to generate enthusiasm for the change by sharing
their goals and vision and acting as role models.

List of Training & Development Institute in Bangladesh

1. Teachers' Training Institute

2. Press Institute Bangladesh
3. National Hotel & Tourism Training Institute ( NHTTI)
4. BRAC Development Institute (BDI)
5. British Council Training Institute.
6. Bangladesh Institute of Marine Technology (BIMT)
7. Bangladesh-Korea Technical Training Center
8. Bangladesh-German Technical Training Center
9. Chittagong Technical Training Center
10. Rajshahi Technical Training Center
11. Comilla Technical Training Center
12. Faridpur Technical Training Center
13. Rangamati Technical Training Center
14. Khulna Technical Training Center
15. Mymenshing Technical Training Center
16. Bogra Technical Training Center
17. Barisal Technical Training Center
18. SFM Mohila Technical Training Center
19. Keranigonj Technical Training Center
20. Sylhet Mohila Technical Training Center
21. Danajpur Technical Training Center
22. Bangladesh Skill Development Institute (BSDI)
23. Bangladesh Institute of Management (BIM)
24. Bangladesh Institute of Human Resource Management
25. Bangladesh Public Administration Training Centre (BPATC)
26. National Academy for Planning and Development (NAPD
27. National Hotel & Tourism Training Institute (NHTTI)
28. BGMEA University of Fashion & Technology (BUFT)
29. Daffodil Institute of IT ( DIIT)
30. Natore Technical Training Center