HUMAN RESOURCE DEVELOPMENT

UNIT-5 TRAINING AND

IT’S METHOD

Submitted by:-
Palak -5135
Anshika-5188
Akshay-5364
Ambrish- 5050
Aditya- 5187
Amyansh- 5080
 ACKNOWLEDGEMENT

We would like to convey my thanks to Dr.

Ruchi, for her immense help and guidance
in the successful completion of this
assignment. It is only due to her efforts
that our assignment could be
completed successfully.
What is training?
According to Hesseling (1971), “training is a sequence of experiences or
opportunities designed to modify behaviour in order to attain a stated objective”.

Training is a process whereby the focus is on enhancement of skills, knowledge and

attitude of employees so that they can excel in their current job.
Thus it is the process which makes the employees job ready and helps them work
efficiently and effectively.

Why training?
The only thing worse than training your employees and having them leave is not
training them and having them stay. — Henry Ford, Founder, Ford Motor Company

In today’s time, when the business world is so dynamic, with rapid technological
advancements and evolving consumer preferences, a skilled and adaptable
workforce is a must. Employee training is very important for the organisation for
various reasons:

• IMPROVED JOB PERFORMANCE- Targeted training equips employees with

the skills to excel, leading to increased productivity and reduced errors.
• Enhanced Employee Engagement and Satisfaction: Fosters motivation,
engagement, and job satisfaction.
• Adaptability to Change and Innovation: Ensures employees can adapt to
evolving industry trends. Also facilitates innovation and drives organizational
growth.
• Talent Retention and Succession Planning: Attracts and retains top talent.
Facilitates succession planning and internal promotion.

Customer Satisfaction and Loyalty: Improves customer service quality and support.
Builds positive customer relationships and loyalty.
Methods of training
On the job training
It Involves employees learning while performing their regular job duties under the
guidance of experienced colleagues or supervisors.
JOB SHADOWING
Woking with a more experienced employee and observing them.

MENTORING
the patronage, influence, guidance, or direction given by a mentor.

COACHING
One-on-one guidance from a more experienced employee.
JOB ROTATION
the practice of moving employees between jobs in an organization.

APPRENTICESHIP
it consists of basic training ( theoretical instructions ) and practical on the job
training at actual work place.

INTERNSHIP
A temporary position that provides students with on-the-job experience in a
particular field.

Off the job training

Off-the-job training refers to an education method where employees learn more
about their job or the latest advancements in their field at a location away from
their workplace
There are different ways of off the job training which are explained one by one
here:
1) LECTURE METHOD
The lecture method is a traditional instructional approach where a teacher or
instructor delivers information to a group of learners through spoken
communication, typically in a structured format.
MERITS:
• Scalability and Cost-Effectiveness: Efficient way to disseminate information
to a large group of learners.
• Consistent knowledge: Facilitates consistent delivery of content, ensuring
all students receive the same information.
• Expert Knowledge Delivery: Allows expert instructors to share their
knowledge, expertise, and insights with learners.
DEMERITS:
• Limited opportunities for active engagement and participation.
 • May not accommodate diverse learning styles and preferences.
• Requires effective delivery skills to maintain learner interest and attention.

2) IN-BASKET EXERCISE
The in-basket exercise is a simulation where participants receive a set of
documents representing tasks. They must prioritize and respond to these items
within a given timeframe, demonstrating decision-making, problem-solving,
communication, and time management skills. Feedback is provided afterward to
help participants improve.

MERITS:
• Realistic Simulation: allows participants to experience typical challenges
and tasks they may encounter in the actual workplace.
• Assessment of Multiple Skills: Assesses a wide range of managerial
competencies, including decision-making, problem-solving, time
management, communication, and prioritization.
DEMERITS:
• Time Consideration: Artificial time pressure may not mirror real work pace.
• Subjectivity in Assessment: Despite efforts to provide objective evaluation
criteria, there may still be subjective elements in assessing participants'
performance, such as the interpretation of their responses by assessors.

3) MANAGEMENT GAMES
Management games are interactive simulations that mimic real-world business
environments. Participants are tasked with achieving specific objectives within the
simulation, making decisions and implementing strategies to manage their virtual
businesses effectively.
Merits:
 • Hands-On Learning: Participants gain practical experience in managing a
virtual business, applying theoretical concepts in a realistic context.
• Experiential Learning: Promotes active learning through hands-on
experimentation, allowing participants to learn from their decisions and
actions.
Demerits:
• Limited Context: May focus on specific aspects of business management,
overlooking broader organizational dynamics and strategic considerations.
• Overemphasis on Competition: Competitive elements may overshadow
opportunities for collaboration and teamwork, leading to a less cooperative
learning environment.

4) VESTIBULE TRAINING
Vestibule training is hands-on, simulated training conducted in a controlled
environment that closely resembles the actual workplace. Participants practice
job-specific tasks using the same equipment and tools they'll encounter on the
job, receiving guidance, feedback, and safety training from instructors. It offers a
customized, flexible approach to learning, preparing employees for their roles and
ensuring a smooth transition to the workplace.

Merits:
• Realistic Environment: Provides a simulated work environment that closely
resembles the actual workplace, enhancing the relevance and effectiveness
of training.
• Hands-On Practice: Offers participants practical, experiential learning
opportunities, allowing them to develop job-specific skills through hands-
on practice.
Demrits:
• Cost and Resource Intensive: Requires dedicated space, equipment, and
resources to set up and maintain a simulated work environment, making it
resource-intensive to implement.
 • Time-Consuming:Can be time-consuming to design, develop, and conduct
vestibule training sessions, especially for large groups or complex job roles.

5) CASE STUDY
The case study method is a teaching and learning technique which involves the in-
depth examination and analysis of a specific real-life situation or scenario, often
referred to as a "case," to explore complex issues, problems, and decision-making
processes.
Merits:
• Informed Decision-Making: Encourage participants to weigh evidence,
consider diverse perspectives, and make informed decisions.
• Challenges theoretical assumptions: GOOD METHOD TO CHALLENGE
THEORETICAL ASSUMPTIONS.
Demrits:
• POSSIBLE BIASES IN DATA COLLECTION AND INTERPRETATION
• Scope Constraints: A single case study may not capture all possibilities.

6) ROLE PLAY
Participants take on specific roles and act out simulated scenarios to enhance
communication, problem-solving, and empathy. They prepare for their roles,
engage in interactions based on the scenario, receive feedback, and reflect on
their experiences to deepen understanding and skill development.
Merits:
• Active Engagement: Encourages active participation and engagement as
participants take on roles and immerse themselves in the scenario.
• Practical Application: Provides opportunities for participants to apply
theoretical knowledge and skills in real-life contexts, enhancing learning
effectiveness.
Demerits:
• Limited Realism: The simulated nature of role-plays may lack the realism
and complexity of real-life situations, limiting the authenticity of learning
outcomes.
• Time-Consuming: Can be time-consuming to organize and conduct role-play
sessions, especially with large groups or complex scenarios.

RESEARCH PAPER

Title: Enhancing Organizational

Performance through Effective Employee
Training

ABSTRACT

Employee training plays a pivotal role in modern organizations, serving

as a catalyst for improved job performance, employee engagement,

adaptability to change, talent retention, and customer satisfaction. This paper

delves into the significance of training in today's dynamic business

environment, exploring various training methods categorized into on-the-job

and off-the-job approaches. Drawing insights from renowned scholars like

Hesseling (1971) and industry leaders such as Henry Ford, the paper provides a

comprehensive overview of why training is imperative for organizational

success.

Additionally, it discusses the merits of different training methods,

elucidating how each contributes to skill enhancement and knowledge

acquisition among employees. By synthesizing existing literature and practical

examples, this paper offers valuable insights into the role of training in

fostering organizational growth and excellence.

INTRODUCTION

In the fast-paced and competitive landscape of the contemporary

business world, organizations are constantly seeking ways to gain a

competitive edge. One of the most crucial strategies for achieving this is

investing in employee training and development. Hesseling (1971) defines

training as a sequence of experiences or opportunities designed to modify

behaviour to attain a stated objective. This definition underscores the

transformative nature of training, emphasizing its role in equipping employees

with the necessary skills, knowledge, and attitudes to excel in their roles. As
Henry Ford, the founder of Ford Motor Company, aptly puts it, "The only thing

worse than training your employees and having them leave is not training

them and having them stay." This sentiment encapsulates the essence of why

training is indispensable for organizational success.

IMPORTANCE OF TRAINING

Employee training serves a multitude of purposes within an

organization, all of which converge towards enhancing organizational

performance and competitiveness. Firstly, training leads to improved job

performance by equipping employees with the skills and knowledge necessary

to excel in their roles. This, in turn, results in increased productivity and

reduced errors, ultimately contributing to organizational efficiency and

effectiveness. Furthermore, training fosters employee engagement and

satisfaction by providing opportunities for growth, development, and

advancement. Engaged employees are more motivated, committed, and

invested in their work, leading to higher levels of job satisfaction and

retention.

Moreover, in today's rapidly evolving business landscape characterized

by technological advancements and changing consumer preferences,

organizations must prioritize adaptability and innovation. Employee training

plays a crucial role in enabling organizations to adapt to change and foster

innovation by ensuring that employees are equipped with the requisite skills

and knowledge to embrace new technologies and practices. Additionally,

training facilitates talent retention and succession planning by attracting and

retaining top talent, as well as preparing employees for future leadership roles

within the organization. Lastly, training contributes to customer satisfaction

and loyalty by improving the quality of customer service and support, thereby

building positive customer relationships, and enhancing brand reputation.

METHODS OF TRAINING

Employee training can be conducted through various methods, which

can be broadly categorized into on-the-job and off-the-job approaches.

On-the-job methods involve learning while working, whereas off-the-job

methods entail learning away from the workplace. On-the-job methods include

apprenticeship programs, coaching, internship training, and job rotation.

Apprenticeship programs provide trainees with hands-on experience under the

guidance of experienced personnel, while coaching involves one-on-one

guidance and instruction from a mentor or coach. Internship training offers a

combination of academic study and practical work experience, while job

rotation exposes trainees to different roles and departments within the

organization.

Off-the-job methods of training include classroom lectures or

conferences, films, case studies, computer modelling, vestibule training, and

programmed instruction. Classroom lectures and conferences are used to

convey specific information or procedures, while films provide visual

demonstrations of skills and concepts. Case studies allow trainees to analyse

real-life scenarios and develop problem-solving skills, while computer

modelling simulates work environments to facilitate learning. Vestibule

training provides hands-on training with equipment in a controlled

environment, while programmed instruction offers a structured approach to

learning through self-paced modules.

CONCLUSION

In conclusion, employee training is an indispensable component of

organizational success, serving to enhance job performance, engagement,

adaptability, talent retention, and customer satisfaction. By investing in

employee training and development, organizations can cultivate a skilled and

motivated workforce capable of driving innovation, productivity, and growth.

Moreover, by employing a diverse range of training methods, organizations

can cater to the unique learning needs and preferences of their employees,

thereby maximizing the effectiveness and impact of training initiatives. Moving

forward, organizations must continue to prioritize and invest in employee

training as a strategic imperative for achieving sustained success in an ever-

changing business environment.

REFERENCES

Hesseling, R. (1971). The role of education and training in economic

development. International Labour Review, 103(5), 507-518.

CASE STUDY

Nestle Training And Development

Nestle's culture unites people globally, emphasizing the development of

human capacity in each country. The company's Human Resources Policy, a
new framework, promotes people development, non-discrimination, collective
bargaining, and harassment prevention. It covers recruitment, remuneration,
training, and development, emphasizing individual responsibility, strong
leadership, and lifelong learning for managers.
Training Programs at Nestle
Therefore, a prerequisite to employment with Nestle is a willingness to learn.
Training is primarily completed on the job. A manager's role includes
mentoring and coaching, which is essential for each person to advance in their
role. Formal training programs often have a goal in mind and are meant to
enhance certain talents and skills. Thus, rather than being suggested as a
reward, they are suggested within the context of specific development
initiatives.

Literacy Training
A strong foundational education is a prerequisite for the majority of Nestle's
people development initiatives. That being said, we have made the decision to
provide employees in a variety of nations with the chance to improve their
basic literacy abilities. For those who, for whatever reason, were unable to
complete most of their basic education, certain Nestle corporations have
established unique programs.

Since these projects bring more advanced production processes to every

nation in which they operate, they are particularly significant. At all levels,
there is a greater demand for training since the amount of technology in Nestle
facilities has continually expanded. A large portion of this is training received
on the job to acquire the specialized knowledge needed to operate
increasingly sophisticated machinery. However, it's not just newfound
technical skills that are required.

Nestle Apprenticeship Program

Apprenticeship programs have been an important element of Nestle training,
with young trainees spending three days a week at work and two at school.
Positive outcomes were noted, however some of them quickly encountered a
challenge. After training, many students were hired by other organizations that
did not provide their own training.

Local Training
providing continuing training to match their individual demands. Furthermore,
a number of Nestle operating companies have their own residential training
facilities. As a result, local training is the greatest component of Nestle's global
people development initiatives, and the vast majority of the company's 240000
employees receive training each year. Providing proper and ongoing training is
an official component of every manager's responsibility, and in many
circumstances, the manager is physically involved in the instruction. As a
result, part of every company's training framework is geared on enhancing
managers' own coaching skills. Additional courses are held outside the factory
when necessary, usually in connection with the use of new technology.

International Training
Nestle's success in developing local businesses in each country has been
heavily affected by the operation of its International Training Centre, which is
located near the company's corporate headquarters in Switzerland. For more
than 30 years, the Rive-Reine International Training Centre has brought
together managers from all over the world to learn from senior Nestle
executives and from one another.Country managers pick who takes which
courses, though qualifications are centrally screened, and classes are carefully
designed to include people from various geographic and functional
backgrounds. Typically, a class has 15–20 nationalities. Every year, over 1700
managers from more than 80 countries attend the Centre's 70 courses. All
course leaders are Nestle managers with extensive experience in a variety of
countries. Only 25% of Outside professionals do the majority of the instruction,
since Nestle's senior management serves as the core faculty. The programs can
be broadly classified into two categories:

Management-related courses account for approximately 66% of all courses at

Rive-Reine. Most participants have been with the company for four to five
years. The goal is to build a genuine appreciation for Nestle values and
business approaches. These courses focus on internal activities.

Executive courses: These seminars frequently include students who have

completed a management course five to 10 years prior. The emphasis is on
improving the ability to represent Nestle outside and collaborate with
outsiders. It focuses on industry analysis, frequently asking: "What would you
do if you were a competitor?"

QUESTIONS TO ANALYSE UNDERSTANDING.

1. What is the main objective behind running these programs?

Ans. each employee should have the opportunity to develop to the
maximum of his or her potential. Nestle do this because they believe it
 pays off in the long run in their business results, and that sustainable
long-term relationships with highly competent people and with the
communities where they operate enhance their ability to make
consistent profits.

2. What is the mutual benefit in training and development

Ans. It must be done to provide workers with opportunities for lifelong
learning, as Nestle requires all employees to improve their abilities in a
rapidly changing world. By providing possibilities for advancement, they not
only enrich themselves as a firm, but also make themselves more autonomous,
confident, and thus more employable and open to new positions within the
organization.

3. Tell about the faculty providing these programs.

Ans. Outside professionals do the majority of the instruction, since Nestle's
senior management serves as the core faculty.

4. When does one get eligible for the management training program as a
nestle employee?

Ans. Most participants have been with the company for four to five years.

PAST YEAR QUESTIONS AND ANSWERS

1.Explain any two techniques of development. [2018 Nov-Dec]

Conference training or seminar is a development technique that involves

attending organized events, workshops, or lectures where experts or
professionals share their knowledge, insights, and best practices on specific
topics, trends, or industries.

Key Features:
∙ Expert-Led Sessions: Conferences or seminars feature expert-led sessions,
presentations, and discussions that provide valuable information,
 strategies, and solutions related to the industry, profession, or skill
development.
∙ Networking Opportunities: Attendees have the opportunity to network,
interact, and collaborate with peers, industry leaders, and experts,
expanding their professional connections and learning from others'
experiences.
∙ Knowledge Acquisition: Conference training/seminars offer opportunities to
acquire new knowledge, stay updated on industry trends, advancements,
and best practices, and enhance expertise in specific areas.
∙ Interactive Learning: Many conferences or seminars incorporate interactive
learning activities, workshops, and Q&A sessions, allowing attendees to
engage actively, ask questions, and participate in discussions.

Benefits:
∙ Skill Enhancement: Conference training/seminars help participants
develop and improve specific skills, competencies, and capabilities relevant
to their roles, industries, or career paths. ∙ Professional Development:
Attending conferences or seminars supports continuous
professional development, fosters personal growth, and enhances career
advancement opportunities. ∙ Inspiration and Motivation: Interacting with
industry experts, learning from success stories, and gaining new
perspectives can inspire and motivate participants to innovate, excel, and
achieve their goals.

Role-playing is a development technique that involves participants assuming

specific roles or characters and engaging in simulated scenarios, interactions,
or situations to practice, improve, and apply interpersonal skills,
communication techniques, problem-solving abilities, and decision-making
skills.

Key Features:
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∙ Simulated Scenarios: Role-playing utilizes simulated scenarios, situations, or
case studies that mimic real-life interactions, challenges, and experiences to
provide a practical and immersive learning environment.
∙ Active Participation: Participants actively engage, collaborate, and interact
with each other, assuming different roles, perspectives, and responsibilities
to explore, analyze, and address various scenarios and challenges.
∙ Feedback and Reflection: Role-playing sessions often include feedback,
debriefing, and reflection periods where participants can discuss, evaluate,
and learn from their experiences, actions, decisions, and outcomes.
∙ Skill Development: Role-playing helps participants develop, practice, and
refine essential interpersonal skills, communication techniques, problem-
solving abilities, conflict resolution strategies, and decision-making skills.

Benefits:
∙ Enhanced Communication Skills: Role-playing improves participants'
communication skills, active listening abilities, empathy, and clarity in
conveying ideas, opinions, and information effectively.
∙ Conflict Resolution: Role-playing enables participants to practice and develop
conflict resolution strategies, negotiation skills, and collaborative problem-
solving techniques in a controlled and supportive environment.
∙ Personal Growth and Self-awareness: Engaging in role-playing fosters
personal growth, self awareness, and self-confidence by encouraging
participants to step out of their comfort zones, explore different
perspectives, and adapt to various roles, situations, and challenges.

2.Write short note on transfer of training .

(YEAR- 2019)
Answer: Transfer of training refers to the extent to which skills, knowledge, or
attitudes acquired in one context can be applied or generalized to another
context. It's a crucial concept in educational and organizational settings where
the goal is not just to learn specific tasks but to develop skills that can be used
flexibly across various situations.
There are two main types of transfer:
i) Positive Transfer: This occurs when learning in one situation enhances
performance in another. For example, mastering arithmetic can facilitate
learning algebra.
ii) Negative Transfer: This happens when prior learning inhibits or interferes
with the learning of a new task or skill. An example might be using a different
keyboard layout after being proficient with another.

• Factors influencing transfer include the similarity between the learning

and transfer contexts, the degree of abstraction of the learned material,
the learner's motivation and cognitive abilities, and the presence of
explicit instruction or guidance on how to transfer knowledge or skills.
 • Effective transfer of training is essential for maximizing the utility of
education and training programs, as it enables individuals to apply what
they have learned to new situations, tasks, or challenges. Thus,
educators and trainers often design learning experiences with transfer in
mind, aiming to foster the development of skills and knowledge that can
be flexibly applied across different domains .

Q3) What do you mean by HRD? Discuss the need and importance of HRD in a
giant industrial enterprise.
ANS Human Resource Development (HRD) encompasses activities aimed at
enhancing the skills, knowledge, and abilities of employees within an
organization [1].
Need for HRD in a Giant Industrial Enterprise:
Skill Enhancement: In a large industrial enterprise, HRD ensures employees
possess the necessary skills to adapt to technological advancements and
industry changes.
Employee Retention: HRD programs foster a positive work culture, increasing
employee satisfaction and reducing turnover.
Leadership Development: HRD identifies and cultivates leadership talent,
ensuring a pipeline of capable leaders for the organization's growth.
Adaptability: HRD equips employees with versatile skills to handle diverse
tasks, contributing to organizational flexibility.
Competitive Edge: A well-developed workforce gives the enterprise a
competitive advantage in the market.
Importance of HRD:
Organizational Growth: HRD fosters continuous learning, leading to innovation
and growth.
Employee Engagement: HRD initiatives increase employee engagement,
leading to higher productivity and morale.
Succession Planning: HRD ensures the availability of skilled employees for key
positions, mitigating risks associated with turnover.
Quality Improvement: Well-trained employees contribute to enhanced product
quality and customer satisfaction.
Cost Reduction: Investing in employee development reduces recruitment and
training costs over time.

4.)What do you mean by hrd structure? explain the components of hrd

structure.
Ans: Definition of HRD Structure: The HRD (Human Resource Development)
structure refers to the framework or arrangement within an organization that
facilitates the planning, implementation, and evaluation of programs aimed at
enhancing the skills, knowledge, and abilities of employees
Components of HRD Structure: It typically comprises several components:
Training Programs: Conducting workshops, seminars, and courses to impart
new skills.
Career Development: Providing opportunities for advancement and skill
diversification.
Performance Management: Establishing systems to monitor and evaluate
employee performance.
Mentoring and Coaching: Pairing employees with experienced mentors for
guidance and support.
Learning Resources: Access to materials, tools, and technologies to facilitate
continuous learning .

Q5. Write detailed notes on any of the following

c) In basket training [2017]

In-basket training, also known as the in-basket exercise, is a widely used

assessment and development tool employed in various fields, especially for
recruitment and promotion within businesses and government agencies. It
simulates the real-world work environment, allowing candidates or employees
to showcase their decision-making, problem-solving, and organizational skills.

Benefits of In-basket Training:

a. Assessment Tool: In-basket training serves as an effective assessment tool

that evaluates a participant's ability to manage multiple tasks
simultaneously. It measures their capability to prioritize tasks effectively
and make sound decisions under pressure, which are essential skills
in today's fast-paced work environment.

b. Skill Development: In-basket training aids in the development and refinement

of various essential skills. Participants are encouraged to enhance their
communication skills by effectively conveying information, instructions, or
requests in written form. Moreover, the training promotes problem solving
abilities as participants must devise strategies to address and resolve various
scenarios presented in the in-basket.
 17
c. Adaptability Assessment: In-basket training offers valuable insights into a
participant's adaptability to a new work environment and their ability to
handle unfamiliar situations or challenges. The training simulates real-world
work scenarios, requiring participants to adjust and respond to different
situations, tasks, and demands effectively.

d. Decision-Making Evaluation: Through in-basket training, organizations can

evaluate a participant's decision-making style, judgment, and ability to
consider diverse perspectives when faced with various scenarios and
challenges. The training presents participants with different situations
requiring them to make decisions, assess risks, and choose the most
appropriate actions.

e. Self-Awareness: In-basket training provides participants with an opportunity

for self-reflection and self-awareness by simulating a realistic work
environment where they can observe their performance, actions, and
reactions. Participants can identify and acknowledge their strengths
and weaknesses, understand their working style, preferences, and areas
needing improvement.