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    Training and Development - HRM

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    Chhavi Khanduja

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    Chapter 10 Training and Development 10.1 TRAINING AND DEVELOPMENT With an increased understanding of human resources as a source of competitive advantage, organizations emphasize investment in human capital through training and development. Training and development is about continuous efforts which are designed to improve employee competency and organizational performance. Training is defined by Michael Armstrong as “the systematic development of knowledge, skills, and attitudes required by an individual to perform adequately a given task or job”. In similar vein, Dale S. Beach definés training as “the organized procedure by which people learn knowledge and skill for a definite purpose.” Thus, training is usually concerned with imparting knowledge, job-specific skills, and attitudes to the employees. These skills can be of various types. For example, basic skills, that are required :o use the equipment or do tasks related to the job; motor skills, which refers to the skills involving physical activity such as running (defence jobs), driving (driver jobs), lifting weights (construction jobs), etc.; interpersonal skills, that include listening, -ndezstanding, and persuading oneself and others; decision making and problem-solving skills which are especially relevant for high managerial positions that aim to train the ind:viduals tc correctly perceive the situations, analyze all aspects, devise alternative solutions, anc choosing the best among alternatives to solve the problems. evelopment refers to the learning opportunities provided to employees that go beyoné the scope of the existing job and has a long-term focus. It helps in overall developmer. and is not necessarily skills-oriented, It aims to equip the employees with genera knowledge about organizational changes, business culture, human relations, busines strategies, management trends, and industrial analysis. It helps employees ir: achievir, theit personal goals as well as organizational goals. In line with this, Vaught et a eS defined employee development as “any individual or organizational activity tha Ths is eae carmins, contributes to both personal and organizational ebjectives andiadveneeate ey at grooming the employees for their overall Sr Browt ee also benefits in t Z and productivity satisfaction, and retenton, nn anced employee mora ‘Scanned By Camera Scanner 2 ne ee ee es CLOT TTT Broad scope becauee Wim at the haat development of employees and Prepares test to handle fare roles {nd challenges ‘Tonge vision or Fri Relevance | ix more relevant for semiakbed and | net ee! same can be studied as under: th the int 9: It refers toa labor market thats ympanies sdccdcd + Helps in employee retention: As discussed before, organizations investment in human capital through training and development since ‘employee retention that i one ofthe biggest people management challen execitive fbr 10.1.2 Need and Significance of Training and Development ‘Training and development is the linchpin of sound management system that ensures that employees are satisfied at work and can effectively achieve their personal and organizational goals through enhanced performance. The need and significance of the ts such as “gig econot -pendent contractors TW move relevant for managerial and 103 tna ts Set rth. It does 80 bY xem oa ne i ite Oat et: Went Te somal it challenging roles. jon: As employees put their learning to 1+ Increased Performance and Job Satisfactic f Beter employee performance is often und. superiors ‘work, it results in enhanced performance weeMated with rewards, recognition, and appreciation from peers that further enhance job satisfaction «+ Breeds Positivity in the Organization: Regular training and development exercises hance the learning appetite of employees. It keeps them updated and motivated fo learn and grow. The learning attude of employees brings positivity to the rcoming ‘Scanned By Camera Scanner 104 4 Ss Huan Resource Management nee the technical aspects of a 8 needs to be technologically ‘them, and regularly update ize the employees with the quality to prevent, detect, and eliminate to impart job-specific skills to the employees arrying out the tasks, For example, a personal ymmunication skills and a writer may be trained for levelop a spirit of teamwork and jees a chance to interact, build perspectives from diverse peers which helps decision making. ‘+ Managerial Training: This type of training prepares the employees for managerial positions and trains them for skills like negotiation, planning, problem-solving, + Creativity Training: This is used to train the employees to accept the challenges, think out of the box, and innovative solutions. This involves techniques ing seeks to raise employee's awareness of diverse thnicities, etc. to which their peers belong to. understanding and aims to reduce any conflicts teps that need to be sequentially rogram. As shown in figure 10.1, 105 10.3.1 Needs Assessment Before investing a significant amount of money and time inthe trainsng process. 6 | caitical to asses the training needs of employees to design and deliver effect programs. There can be various reasons for training employees that may surface during the need assessment stage. I is important to consider all such underlying reasons before directing any resources for training, For example, the employees might need training because of job transfers, job promotions, or job rotation. In such a case, the training needs primarily consist of enhancing the new job-specific knowledge, skills, and ‘competencies. Training might also be needed in cases of corporate mergers and acquisitions, where the training mostly focuses on aligning the human resources with the mission and vision of the new entity formed and strives to establish a strong organizational culture. Moreover, training is also needed when employees are not able to meet their targets and underperform as compared to the standards. fadays, organizations are functioning in a dynamic global environment that iy encounters new trends and developments in the context of economic, ical, regulatory, and socio-cultural aspects. Such developments make the need ‘even more relevantto adapt to envirorunental changes and reduce resist + Organizational Analysis: This refers to carefully understandi and on that basis assessing w! SRE Jala vv UU UU sr Resource Maagerent nah and owed sil and abies (SA) que heemployees serie er nt of aph ai despises san importa! dla sour here «Individual Analysis Ts refers to asesting he nv irng needs based stsangfmpeenes and expr Here itisimportant to entiy which BoM Sy nun by employes o avoid any repeton in raining and Tear et Aba who feds traning must be ented Toanawsiemr ioe 7 Linkedin - 2021 Workplace Learning Report ‘The 2021 Workplace Leeming Report of Linkedin identified the following three top areas of fous fr learning and development programs in 2021 1, Upsbiling and resiling 2. Lesdership and management 3. Virtual onboarding ‘Skills that topped thelist of priority skills in the year 2021: 1. Resilience sil 2. Digital Queny skill Source: Linkedin Learning, 2021 Workplace Learning Report, retrieved from https) 10.3.2 Setting Training Objectives ‘After the need assessment, the next logical step in the training process is to set the training objectives that must be lear and well-communicated to the trainers as well as should be specific, mes 10.3.3. Conduct of Training and Implementation On gaining darity about the training objectives itis important to decide where, how, would be conducted. Training programs may be “ining end Development 107 and appropiate techniques and methods must be used to mplement taining an6 Ball excellent results. 10.3.4 Evaluation of Training Program Since a huge amount of {is important to assess the of evaluating training prograr If the objectives are not met 1. Understand individual differences | 2. Trainee readiness and maturity 3. Train when it bears relevance to employee's role 44 Practice what you learn 5, Feedback 6. Reinforce 7. Apply learning to real-world situations 8 9. ‘Scanned By Camera Scanner 10.3.5. Reasons for the Ineffectiveness of Training Programs, ‘The most common reasons why the training programs are not effective are mentioned below: train and the trainee to gain from ‘+ The selection and training of trainers + Benjamin Franklin once said, Inadequate spending by the org their ineffectiveness 9? ? 2c. wae oO 999? ‘Scanned By Camera Scanner Tring ond Development as Human Resource Management ‘+ “Amazon Technical Aca ing and jb placement program tha aims to equip Amazon employees with essential technical skis required fr their jobs ‘+ “Machine Learning University” isan initiative that helps Amazon employees with and coding background, lean core and advanced skllsin the machine + “Amazon Technical Apprenticeship Program” provides an opportunity for ‘emplayees o get trained while working under the guidance of veterans especially in areas like cloud computing and software development. ‘+ “Amazon Web Services Training and Certification” is an upsklling program that trains employees in the latest technologies via free courses, day-long traning CU 10.4 ROLE-SPECIFIC AND COMPETENCY-BASED TRAINING right set of skills, knowledge, beha which enable them to perform their best defines competency-based training ( structured training and assessment ‘approach that allows individuals to acquire the skills and knowledge to perform simple or complex tasks to a specified standard.” This type of training focuses on specific competencies that are required by employees to perform their job roles in a better way. It is personalized to bette suit their work requirements and usually involves traning via different modules, with each module focusing on a single skill at a time. “Hire character. Train sill” ~Peter Schutz, former CEO, Porch 10.4.1 Need and Significance + Customized to Suit Requirements: Follow may not produce effective outco ie fits all training approach = YY z : a i 3 g ba i } : z = i ; i g set the pace of ‘Scanned By Camera Scanner 1g Competency-based Training Programs: This primarily involves curriculum based on the need analysis and adequately 2 given task of job. Development refers tothe learning opportunites provided to employees that go beyond the ‘scope ofthe existing job and has 3 long-term focus. Typesof Training + Technical taining + Quality training + Skil training + Team training + Managerial training + Safety training + Creativity taining + iss training + Diversity training ‘Training Process 1 Needs Assessment 2, Setting Training Objectives 3. Conduct of Taining and Implementation 4 valuation of Training Programe ‘Competency based Training rucured faining and assesament apprasch that allows individuals to ac knowledge to perform simple or complex asks oa specified standar focuses on speci compteres that ae required by employees pe mee Gabeter eee ‘Sepa for deep 8 Compatency-Baed Training program + Developing competency-based rograms ‘Scanned By Camera Scanner PLETE PPE bee 777 2 3 6 7 SST I STII oad + Delivering, assessing, and certifying a CBT program. ‘+ Keeping CBT relevant 1 2. Why should the effectiveness of training programme be evaluated? What criteria you 5. Whats the significance of employee training? How can the training needs of employees (6. What are the steps involved in designing a training program? 7. What are the possible reasons for ineffectiveness of training programs? 4. Int “Manual for Practitioner, Intemational Labour Office, Jordan. “Han a rn oe Margene = Whats training? How is it beneficial for employees and organizations? ‘ould adopt for measuring the taining effectiveness. beidentified? “Armstrong M.(1957 A Handa of Persone Menagonet Pace, eproducedin Peon in Prace’ Cue, Donal: Blacowel Business (Oxiod, UK). “Aswathappa,K. (205) Human resource nd personnal managnen. Tata McGraw-Hill Education. Dessler, G, & Varckey, B. (2005) Human Resource Management, 15, Pearson Education India. International Labour Organization (2020), Competoncy-Based Training (CBT: An introductory Kirkpatrick, D, Kirkpatrick, J. (2005. Enmaatng ning programs: Te for ees Beret ‘Koehler Publishers. Vaught, B. C, Hoy, F, & Buchanan, W. W. (1968) Employee development programs. Westport, CT: Greenwood Press I fae: Chapter 11 pea ewe Methods of Training and Development —— Various training and development methods are broadly clasii vz. on-thejob training and off-theob training methods. ‘Scanned By Camera Scanner Meth Tsining andDeelpment knowledge: It can be informal yet systemically planoed. ‘Alan Fine, and Si John Whitmore inthe 1980s developed the GROW model of ‘The term GROW stands for Goal, Reality, Options (or Obstacles) and Wrap up. Forward). The following figure 1.1 presents the GROW model of coaching, changing jobs, the employees enco Cain ain what when how ar wo) Snes Figure 11: The GROW Mal of Coaching Peery TEE « bet ‘Scanned By Camera Scanner RRRARED lelel eel ine @- oe = am introduced forthe employees for senior managerial positions and ot ‘Scanned By Camera Scanner “iain Aopen Freer ander Acorn AT) managerial staff at Coca-Cola India Human Resource Management Jim to make the employee comfortable with the work ‘As compared to apprenticeships, nn and they do not guarantee any considerable pprenticeship where apprentices usually receive 'S are not always entitled to receive a stipend during the prenticeship ir India is governed by The Apprenticeship Act, ns assistantship or interrships in India. ining, as already explained in previous chapters, refers to syees receive when they join the organization. This includes environment, work premises, organizational culture, sors, managers, etc. This is the first and also the most dergo since this is their first encounter with ception about the organization that they are informed about the value their organization attaches to its human resou what is expected of them in the job. This clarity helps employees in aligning their >ersonal goals with the organizational goals and results in improved performance and commitment towards the organization. Virtual Orientation Training at Accenture Day 1: Accenture uses Microsoft Teams to virtually welcome their new hires where on the first day the employees are shown videos from their top global leaders who convey the mission and vision ofthe orgenization. The employees are connected tothe IT support team and the day ends with a wrap-up call where queries can be raised and addressed. et person completes a work or by having the how to complete the activity correctly, it is in an environment that is secure and protected 1g when the employee is made to actually execute the Specialization by practice, procedural mastery, and minimizes chances of error. Hands-on Training at Kaapi Machines: Barista Training and Espresso Training .achines provide hands-on training for coffee making and coffee art v extensive barista training and espresso training for new café owners, café fce aficionados, baristas and anyone who wants to learn the art of making intred on engagement and Methods of Training end Development 113] required in the job. The employee learns through actual experience rather! ‘on other's experience or any descriptive information. This training tyPe is suitable for employee's knowledge retention as the employees are actively engaged they are immediately practicing the skill that they are learning. It infuses confidence, insractons Source: Npsiaapimacines comforting! e ‘The term "job shadowing” refers to a form of training in which one employee closely observes and follows another employee who is more experienced in the profession and} Watches how the job duties are being performed. Observing more experienced co-workers in their daily activities is a fantastic approach to pick up helpful new abilities and strategies ‘The learner employee is able to determine the abilities necessary to conduct a good job) by seeing how their co-workers discharge their responsibilities and cuties. The most common job shadowing takes place during the onboarding procedure, when new] ‘employees are given the opportunity to observe and lear from their experienced co workers. The different types of job shadowing includes observation, where an employee directly leas by observing an experienced co-worker, regular briefings, where both| the trainer and the trainee define a schedule for their meetings and the ‘asks that would) be done; and hands-on where the trainee actually learns by doing the task under the| {guidance of the trainer. ‘The key benefits of job shadowing include the following: > Trainees or shadowees can understand the problems that they may encounter and| they can learn by observing how their co-workers handle such problems. Employees get a better understanding of their role, duties, and responsibilities > Trainees can build capport with their co-workers and can develop social groups which will ease them at the workplace. > Trainees would be aware of the hard and softs \cludes cross-training where the employees learn = e e é € @ 4 4 a vdde J weucdd FPP Hu Rout Management £ snay be inter-epartmenal and the organizations gain flexbiit? withregar to employee's placement. > It provides employees the opportunity for internal mobility. They can learn new sls by observing others and then can switch their teams interaly > This helps employees in preparing for future positions, This is ngarizations 2s they ensure that thet key executive positions do not go vacant Teen mremploye reigns. Therefore they plan aed prepare shadowees for such aes, 11.2. OFF-THE-JOB TRAINING METHODS (Offthe job training refers to traning the employees away from the actual work premises, here they can smoothly grasp theoretical concepts and lear by doing without any < fk stress which helps them us Web Assisted Training, rooms, and bookmark 1 sessions and resolve their iners are using, websi Iv asst the trainees during their I dnd waders ther and fg seeand rere ee a confucions pilosopher, and ‘Scanned By Camera Scanner '* Vestibule Training © z ‘Methods of Tining ond Dewlopment I tdi topes nce io integrate technology Seley nto the curiam instead fewing Heidi ayes jacobs itaswnadi-on ena thoughoran even.” | strani rn self-awareness and sensitivity towards others. group) technique as the employees usualy int Critical topics that help in understanding the participants, It endeavors to make the employees unders and express themselves. The members are encou Tear about themselves while interacting with increased understanding of self and others, red listening skills and greater tolerance to dif 6. In-basket Exercises non-urgent, clerical to admini tlie ry 9 » wane ‘Scanned By Camera Scanner UCC I UJ Jb na oman sure Management then the in-basket exercise is considered successful. This method is a simple and Inexpensive method where participants quickly lear time managerient and decision: making skils 7. Management Games The participants are assigned differe jions as per the rol decisions are then shown on algorithms and technology situations and help the parti ‘This encourages participants to learn fro: their own mistakes and rectify their decisions after they see the impact of their decisions on different stakeholders in virtual realty. This improves their understanding of complex business situations and they can better perceive how everything is intertwined in a business setup. Emerging Trend: Cloud-Based Training and Development Nowadays, cloud technology is increasingly being used to deliver training and development programs toemployees. The coud technology involves placing the training cost-effective way of delivery since th takes care of all the upgrades and maintenance. se by distance, Taine Fmannes even if hey ae ‘most convenient for them. As better retention of knowledge. ‘Scanned By Camera 9. Lectures, Conferences, and Seminars ‘Training and Development at Tata Power-DDL ‘Tata Power-DDL uses a variety of learning tools and training techniques w! the following: + Theme based lectures Guest lectures from eminent personalities + Competency-based training + Techni Source: hitps/iwwtatapower dal comlcaeerseam™ ining ‘SUMMARY visisa oc ao Methods of Tang and Deeopment 17. What is sensitivity training? How it helps employees in their grow!h? 8 8, What are the different pros and cons of offthejob training methods? g 9. What i the difference between apprenticeship training and internship taining? & irite short notes é 1. Anmetrong, M.(1987) A Handbookof Personnel Management Practice, reproduced in Persie] {n Practice, Currie, Donald: Blackwell Business (Oxford, UK. 2. Aswathappa, K. (2005) Human resource end personnel management. Tata McGraw-Hill Education. 13. Beach, D.S.(1980)-Personne!: The management of people at work, Macmillan, New York. 44, 1-180 digital mentoring program, Delite, Retrieved from https!//www2.deloitte.coml ‘elen/pageslabout-deloittefsrtcles/4180-digital-mentoring-program.html 5. Dessler,G, & Varrkey B. (2005) Human Resource Management, 15¢. Pearson Education India 6 Development Programs for Employees, Coca-Cola India, Retrieved from https:// ‘wwrw.coca-colaindia.com/stories/development-programs-for-employees 17. Fall Time Apprenticeship, Tata Motors, Retrieved from hitps!/foinus tatamotors.com/ apprenticeship) y 8. Intemational Labour Organization (2020), Competency-Based Training (CBT): An Introductory “Manual for Practitioner, International Labour Office, Jordan, 1 Discuss on-the,job methods of taining with relevant examples. 2 Whats the difference between on-the-job methods and off-the-ob methods of training? > Wich fhe te cree an ofthe meds of tning i mon ela Support your answer. oT 4 Whe isjob rotation? How iit helpful forthe employees and organizations? between coaching and mentoring? Support your answer with simulation method of employee training, What tech simulation taining? & Wns Kinks of techil qu a rrrrrTt Tee — ine ve JU euuUuU Hone Renre Menmenent 14 Vaught B.C. Hoy F Buchanan, W. W.(1985). Employee deelapment programs, Westport, (CT: Greenwood Press 15. Whatto expect in your Accenture virtua orientation, Accenture, Retrieved from itp wwmaccentre con/au-enVblogs/get-t-know-us/acenture-vitual- orientation ¥ | Chapter 12 anjanas ‘on board training as explained below: ‘This training helps the employees to adjust in the new wi Scope of Training ‘Scanned By Camera Scanner Human Resource Management ged, it results in less absenteeism, higher non board training in which they are told the company’s topics such as workplace behaviou, safety security, misconduct, 1¢ new hires and encourage them to work for the + The employees are assigned to team leaders who provide them with an overview of the project + The employes are als tine for specie echnical hl when they jin he organization tu they are expec fo complete is taining within spine ine kame. 12.2 SOFT SKILLS TRAINING the value of soft skills has been recognized more than ever before. 18 without authority helps employees to maintain a harmonious relationship at the workplace Py imparting practical skills such as empathy and social competencies loping soft skis facilitates a better understanding ofthe work environment enables employees to “think outside the box” both creatively Employees rich in soft skills are more adaptive to different work styl generally happier with their job positions. Soft skills training enables employees to communicate more effectively ‘other and with clients or customers. They can express themselves m listen, and tackle difficult conversations. 6. Employees with soft skils can delegate work and take responsiblity, provide and acwpt feedback, and motivate themselves and others to reach their targets much more effectively. 7. Anemployee with good soft skills can collaborate and work together to collectively eet company goals and objectives. In tum, ths leads to enhanced efficiency and productivity. Soft Skills Training for CISF Personnel at Mangalaru Airport importance at the airport in the security aspect, understandin, behaviour and perception of management towards security and secur ensuring etiquette at the airport through effective communication Source: hitpsfurww thehindu.com/news{itiesMangalore/softskils-training-or-cist-personne!: ‘at-mangaluru-airport/articles5826454.ece, September 23, 2022, 06:21 pm‘, The Hindu Bureau Cb & = UST TCTTEY OY A ma ining With regard to coding, programming, data analysis, book keeping, billing, budgeting, project planing, risk analysis, et. ‘The benefits of technical skills training are as follows: *+ With increased sills set the employees are able to perform better and this results in enhanced job satisfaction improved engagement, end increased productivity. ‘+ The employees tend to stay with the organization when they ae satisfied with their own personal growth and development. + Employees who nave received technical training have the ability to boost their Productivity by completing activites in a more effective manner. They wil alo be able to manage and finish things in a shorter amount of time while making fewer ‘+ This results in improved quality of work. If employees are trained in new skil or job function, rather than learning it on the job via trial and error, they are more likely to perform it succesfully ight rom the start. +The increased output and quality of work provided by a more productive staff is beneficial to managers as they aze able to timely meet thet targets. oyees make fewer mistakes while working because they have leamed via blended learning While some employees need basic t 1g. This depends on the type of ‘Scanned By Camera Scanner an Reese aa ny j at Scope ining Te ST ES ‘

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