FUNDAMENTALS OF

TRAINING AND
DEVELOPMENT
Dr. Jayashree Sapra
 Definition, Need For Training, Importance of
Training, Objectives of Training, Concepts of
education, Training And Development, Methods
of Training, Learning and development manager

MODULE I skills and competencies

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• Video links
• https://www.youtube.com/watch?v=vsnbSMA0j0c
• https://www.youtube.com/watch?v=CLm-UaRAwtE

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 TRAINING

Training means giving new or present

employees the skills they need to
perform their jobs.
In any case training is a hallmark of
good management. Having high
potential employees doesn’t
guarantee they’ll succeed, instead
they must know what and how the
organization want them to do.
 DEFINITION OF TRAINING

“Training and Development is any attempt to

improve current or future employee
performance by increasing an employee’s
ability to perform through learning, usually
by changing the employee’s attitude or
increasing his or her skills and knowledge.”

The need for Training and Development is

determined by the employee’s
performance deficiency.
 Training

• Increases knowledge and skills for doing

a particular job. Bridges gap between
job needs and employee skills,
knowledge and behaviour.
• Focus attention on current job. It is job
specific.
• Concentrates on individual employee-
changing what employees know how
they work, their attitude towards work
and interaction with those around.
• Tends to be more narrowly focused and
oriented towards short term
performance concerns.
 INCREASED
EFFICIENCY
REDUCED
SUPERVISION BETTER
& LOW QUALITY
ACCIDENT OF LIFE
RATES

INCREASED INCREASED
ORG. MORALE &
CAPABILITY MOTIVATION
OF EMPLOYEE

IMPORTANCE
OF TRG.

INTRO. OF
NEW
STRATEGIES EMPLOYEE
& WORKING RETENTION
METHODS IN
THE ORG.

ADVANCEMENT CAREER
IN ADVANCEM
TECHNOLOGY ENT
LESS
LEARNING
PERIOD

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 (i) To provide job related knowledge to the workers.
(ii) To impart skills among the workers systematically
so that they may learn quickly.
(iii) To bring about change in the attitudes of the
The workers towards fellow workers, supervisor and the
organization.
objectives of (iv) To improve the productivity of the workers and the
organization.
training are (v) To reduce the number of accidents by providing
safety training to the workers,
as follows: (vi) To make the workers handle materials, machines
and equipment efficiently and thus to check wastage of
time and resources.
(vii) To prepare workers for promotion to higher jobs
by imparting them advanced skills.
 Quality
Higher Productivity
Improvement

The need for

training of Reduction of
Learning Time
Industrial Safety

employees
arises due to Reduction of
the following Turnover and
Absenteeism
Technology Update

factors:
Effective
Management
 Training is a one time affair while development
is an ongoing process.

Difference Training is for imparting a particular skill in an

between employee while development is for the overall
personality development of an individual.

Training and
Development Training is reactive while development is
proactive.

Training is for workers while development is

for executives.
 Training Development
1. Meant for Meant for executives.
operatives.
Focus on future jobs.
2. Focus on current jobs.
Prepare for future work
3. Goal is to fulfill current demands.
skill deficit.
Training and 4. Initiated by
Initiated by individuals.

Development management. Relates to general and

overall knowledge.
5. Relates to specific job
related information. Time frame is long term.

6. Time frame is short

term.
Training and Education Training – 1. Application
2. Job Experience
3. Specific Tasks
4. Narrow Perspective

Education –
1. Theoretical Orientation
2. Classroom Learning
3. General Concepts
4. Broad Perspective

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TRAINING DEVELOPMENT EDUCATION/
TEACHING

APPLICATION OVERALL DEV. THEORITICAL ORIENTATION

ORIENTED ORIENTED.

SHORT-TERM PROCESS. CONTINUOUS, LONG-TERM

NEVER-ENDING PROCESS. PROCESS.

RELATED TO PRESENT JOB. NOT RELATED TO ANY SPECIFIC JOB. DIRECTED TOWARDS FUTURE OF AN
INDIVIDUAL.

TRG. EFFORTS CAN BE MONITORED DIFFICULT TO MONITOR HOW IND. IS USING DIFFICULT TO MONITOR HOW IND. IS USING
AND ASSESED. THE ACQUIRED KNOWLEDGE. THE ACQUIRED KNOWLEDGE.

RELATED TO TECHNICAL SKILLS AND RELATED TO ATTITUDINAL AND RELATED TO IDEOLOGY AND
LEARNING. BEHAVIOURAL DEV. SOCIAL,CULTURAL VALUES.

INDIVIDUALS COME TOGETHER AND FURTHER CONTACT MAY OR MAY NOT BE

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SUSTAINED INTERACTION OVER A LONG
DISPERSE AFTER TRG. IS GIVEN. MAINTAINED. PERIOD OF TIME IS POSSIBLE.
 Turnover

Change in workplace or any other program

Needs of organization or personnel

Reasons For Implementation of new system

Training
Environmental requirement

Employees promotion and advancement

Performance improvement

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 • Increased quality or quantity of work
performance.
• Increase Knowledge, skills and attitudes.

Benefits of • Aids in development for promotion from within.

• Decrease accidents
T&D – • Decrease cost of management
• Decrease absenteeism and turnover rates.
Organization • Increase work effectiveness

Level • Increase efficiency and productivity.

• Foster good culture and climate.
• Increase competitive advantageous.
• Helps employees adjust to change
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 • Making better decisions and effective problem solving
• Motivational variables of recognition, achievement,

Benefits growth, responsibility and advancement

• Self development and self confidence
• Helps a person handle stress, tension, frustration and

to conflict
• Improves leadership, knowledge, communication skills
and attitudes

Individual • Increases job satisfaction and recognition

• Provides an avenue for growth and his/her own future
• Helps eliminate fear in attempting new tasks

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 Benefits • Improves communication between
groups and individuals
in • Builds cohesiveness in groups
• Improves interpersonal skills
Human • Makes the organization a better
place to work and live
Relations
Training Strategy

A mission describes what the

organization wants to accomplish;
strategies define how the organization
will go about doing so.

Without a strategic plan, Training is

likely to be managed in a haphazard
manner, its resources underutilized,
and its full strategic value not realized

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 The success of a competitive
INTERNAL strategy is contingent on the
demands of the external
AND environment and factors internal
to the organization.

EXTERNAL Strategy is the process of making

internal adjustments to
TRAINING accommodate the demands of the
external environment.
STRATEGY
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 external training strategy is concerned
Training strategy needs to be both with the factors such as what products or
externally and internally focused. services market demands and what
competitors are doing.

Internal Training Strategy address issues such as organizational

culture, design, division of labor, innovation etc

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 Proactive and Reactive Training Strategy

A proactive training strategy require a more formalised process involving sophisticated

analytical and decision making tools.

It is proactive because it is a deliberate process to determine how the organization should

respond to the anticipated training needs.

Reactive training evolve in reaction to short term training needs. In a reactive training less
formal analysis and planning occur and more attention is focused on the immediate future

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FACTORS IN THE SELECTION OF A TRAINING STRATEGY

FACTORS EXTERNAL EXTERNAL LAW AND TRAINING ECONOMIC

TO THE TRAINING REGULATIONS TECHNOLOGY CONDITIONS
ORGANIZATION- PROVIDERS

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 Factors Organizational
Organizational
internal to the business HR strategies
culture
organization- strategies

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