Human Resource Management

OHRM 304
Training and Development
JB Abugre PhD
 Definition of Training

• Training
• It is a planned attempt or process by an organization to facilitate
employee learning of job-related knowledge, skills, and behaviors.

• It is an attempt to improve performance by the attainment of specific

skills to do the current job the goal of training is to ensure that a
number of job skills will be performed at prescribed quality levels by
trained employees.
• Includes both hard and soft skills

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 Hard and soft skills

• Hard skills are specific, teachable skills that can be defined and
measured in concrete terms, such as block laying, writing, reading
and the ability to use computer programs.

• Soft skills are non-tangible skills or talents, such as etiquette,

interpersonal skills, listening etc.

• Poorly trained employees may perform poorly and make costly

mistakes.

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 The Scope of Training & Development

• Training
• Effort initiated by an organization to foster learning among its
members. This is focused and oriented toward short-term performance
concerns.
• Development
• Effort that is oriented toward broadening an individual’s skills for the
future responsibilities. This is focused towards long-term performance
concerns.

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 The Nature of Training and Development
• Employee training
• is a planned attempt by
an organization to
facilitate employee
learning of job-related
knowledge, skills, and
behaviors.
• is intended to help the
organization function
more efficiently.
• is aimed at improving
employee productivity.
• Development
• refers to teaching managers
and professionals the skills
needed for both present
and future jobs.
• helps managers better
understand and solve
problems, make decisions,
motivate employees, and
capitalize on opportunities.

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 The Focus of Training

• General training is a training that is offered to employees

with the aim of raising their ability to improve performance.
Beneficiaries do not only fit in their present organisations but also
other organisations in the general labour market.

• Specific Training or firm-specific training are trainings that

seek to improve the ability, skills and knowledge of employees
in order to enhance their performance only in the present
organisation that sponsors the training for them.

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 The Focus of Training Cont.

• Technical skills and knowledge of product or service.

• People skills since most employees have direct contact with

customers.

• Awareness training is provided for employees across the

organization/firm.

• Cultural training/skills to improving staff’s cultural awareness,

particularly to support the growing international operations.

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 Kinds of Training Methods
• There are two kinds:
• Training methods for Employees and Training methods for
managers

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 Training Methods for Non-managerial
Employees
• On-the-job training (OJT)
• Method by which employees are given hands-on experience with
instructions from their supervisor or other trainer as they work.

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 Training Methods for Non-managerial Employees
(cont’d)

• Apprenticeship training
• A system of training in which a worker entering the skilled trades is given
thorough instruction and experience, both on and off the job, in the
practical and theoretical aspects of the work.

• Cooperative Training
• A training program that combines practical on-the-job experience with
formal educational classes.

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 Training Methods for Non-managerial Employees
(cont’d)

• Internship Programs
• Are jointly sponsored by colleges, universities, and other organizations
that offer students the opportunity to gain real-life experience while
allowing them to find out how they will perform in work organizations.

• Classroom Instruction
• Enables the maximum number of trainees to be handled by the minimum
number of instructors.
• “Blended” learning—lectures and demonstrations are combined with
films, DVDs, and videotapes or computer instruction.

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 Training Methods for Non-managerial Employees
(cont’d)

• Simulation
• The simulation method emphasizes realism in equipment and its
operation at minimum cost and maximum safety.
• Used when it is either impractical or unwise to train employees on the
actual equipment used on the job.

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Training Methods for Management Development

• On-the-Job Experiences
• Seminars and Conferences
• Case Studies
• Role Playing

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 On-the-Job Experiences

• On-the-job experience: when a manager is put on

a position and other people to experience certain
required skills to build him/her for the task.
Examples are:
• Coaching
• Understudy Assignment
• Job Rotation
• Staff Meetings
• Planned Career Progressions

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 Case Studies

• The use of case studies is most appropriate when:

1. Analytic, problem-solving, and critical thinking skills are most
important.
2. Active participation is desired.
3. Team problem solving and interaction are possible.

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 Advantages of Training

1. Ensures staff have capabilities and skills to enable

them become more effective at workplace.
2. Increases employee knowledge of competitors and
how learning new skills can lead to competitive
advantage.
3. Ensures flexibility and respond to change.
4. Reduced learning times, more effective work
methods and more skilled applications of given tasks
5. More positive attitudes towards the organisation and
the customer can be inculcated through training.
6. Better judgement and decision-making, including
creativity, can be stimulated by training.

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 conclusion

• Training and development are often used to close the gap

between current performances and expected future
performance of employees.

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