Main HR Function: Management (FW Do organization need

● Recruitment and Taylor) 1909 training?

Selection 2. World Wars and - Yes, we must know
● Training and the Establishments the purpose and
Development of Training functions of training
● Compensation and Departments in before we can use
benefits Companies it.
● Employee WWI/WWII(1914 &
Relations 1939), 1945 What is Training?
● Performance Training ● Training is a
Evaluation departments systematic process
3. Herzberg’s two through which an
What is Training and factor theory organization's
Development? (Fredrick Herzberg) human resources
1959 gain knowledge
● defined as a 4. Digital and develop skills
system used by an Transformation by instruction and
organization to 2002, nick pelling practical activities
improve the skills “gamification” that result in
and performance of improved corporate
the employees. It is Importance of Training performance.
an educational tool and Development?
which consists of Differences between
information and • A key for the succession Training, Education &
instructions to planning of the Development
make existing skills organization as it helps in
sharp, introduce improvement of skills like Training
new concepts and team management and ● is short term, task
knowledge to leadership. oriented and
improve the targeted on
employee • Vital to motivate the achieving a change
performance. employee and to increase of attitude, skills
● one of the most their productivity. and knowledge in a
important functions specific area, it is
of Human • Significant aspect to usually job related.
Resource develop a team spirit in the
management in organization. Education
any of the ● Is a lifetime
organization. • Important from the safety investment. It tends
point of view as it teaches to be initiated by a
History of Training and employee to perform job person in the area
Development: properly without any life of his/her interest
1. Principle of risk.
Scientific Development
 ● is a long term 3. Specifying training
investment in objectives Training
human resources. 4. Designing the training - (Definition)
program(s) Structured process
Importance of Training 5. Selecting the and systematic
● Maintains qualified instructional methods process at
products / services 6. Completing the training enhancing the
● Achieves high plan skills, knowledge,
service standards 7. Implementing the and competencies
● Provides training program of individuals for a
information for new 8. Evaluating the training specific job
comers 9. Planning future training - (Objective)
● Refreshes memory Training improve
of old employees Training and job performances.
● Achieves learning Development - (Scope)
about new things; - Continuous Training is narrow,
technology, process in an job-specific
products/service organization to - (Focus)
delivery achieve its On immediate job
● Reduces mistakes organizational performance
- minimizing costs goals improves - (Skills)
● Opportunity for employee skills and More technical
staff to feedback/ knowledge. skills
suggest - An essential - (Trainee Level)
improvements function in an Non-Managerial
● Improves organization - (Method)
communication & Hands-on practice,
relationships - Nature of Traning and workshops,
better teamwork Development assessments
● Goal Oriented - (Time Frame)
Benefits of Training ● Continuous Training is
• Most training is targeted Process short-term, periodic
to ensure trainees "learn" ● Adaptive
something they apply to ● Proactive & Development
their job. Reactive - (Definition)
● Employee- The broader
Nine Steps in the Centered concept
Training Process ● Variety of Methods encompasses the
● Collaborative growth and
1. Assessing training ● Feedback-Oriented progression of an
needs individual’s abilities
2. Preparing a training plan Distinction Between over time.
Training, Development, - (Objective)
and Education
 Prepare employees Focuses on ● Better Quality
for future career comprehensive Output
challenges. knowledge and ● Less Mistakes
- (Scope) intellectual growth. ● Easier to recruit
Development is - (Skills) staff
broad, personal, More on intellectual ● Employee
and professional skills Satisfation
growth. - (Trainee Level) ● Help company
- (Focus) Is foundational reputation
Focuses on - (Method) ● Reduce employee
long-term skill and Lectures, turnover rates
career progression assignments,
- (Skills) exams, and Disadvantages of
Technical soft and discussions. Training
conceptual skills, - (Time Frame) ● High Financial Cost
- (Trainee level) long-term, span ● Time Consuming
Is Managerial years. ● Loss of Output
- (Method) ● Employees can
Continuous and Importance and Purpose take their skills to a
multifaceted 1. Boost Performance competitor.
- (Time Frame) and Productivity ● Improper training
Long-term ongoing 2. Improved creates improper
Employee results
Education Performance ● Need for training
- (Definition) 3. Talent the trainers
Systematic process Management and
of facilitating Retention Designing effective
learning and 4. Effective Risk training & development
acquiring Management 1. Training Needs
knowledge, skills, 5. Increases Analysis
values, and habits. Workplace ● Diagnostic phase
- (Objective) Collaboration of setting training
Equip individuals 6. Foster a Culture of objectives.
with a broad base Learning and A. Task
of understanding Development Analysis
and intellectual; 7. Succession ● analysis of
capabilities. Planning and the job's
- (Scope) Leadership requirement
Education is broad Development s to
and covers many determine
subjects and Advantages of Training the training
disciplines. ● More effective required.
- (Focus) workers It is done by
● Satisfaction Task
 Analysis through 4. Implement
Record hands-on Training
Form experience ● Training is more
(tabular or than just delivering
structure) structured information it's
B. Performan learning about enduring
ce Environmen employees fully
Analysis ts. grasp and can
● Verifies A. Types of apply what they've
performanc Training learned on the job.
e deficiency Methods - Preparation
and ● Work based of the
determine program Learner
whether ● Instructional - Presentatio
that based n of the
deficiency program Operation
should be B. Types of - Performanc
rectified Work e Tryout
through Based - Follow-up
training program 5. Evaluate Training
2. Develop Training ● Work based ● Last stage in the
Objectives program training strategy
● A description of ● Systematic the evaluation and
performance you job rotation monitoring of
want learners to be and transfer training. Most
able to exhibit C. Types of important and most
before you Instruction neglected.
consider them al based ● Simplistic and
competent" program Complicated
- Knowledge ● Programme ● Methods of
- Skill d Evaluation
- Attitude instructions - Questionnai
3. Design and Select ● Lecture or res
Training Methods discussion - Tests or
- provide approach examination
employees D. Types of s
with the instruction - Projects
skills and al based - Case
knowledge program studies
they need ● Vestibule - Tutor
to excel in Training reports
their roles, ● Computer - Participatio
whether assisted n and
instructions discussion
 - Observation assets and Human ● Training
6. Measure Training capital coordinator
Results ● Focus on link to ● Training specialist
● Trait Based business strategy ● Training Manager
- Identifies ● Talent ● Learning -
the abilities management development
trait of ● Customer service manager
employee and quality ● Corporate Trainer
attitude, emphasis ● Learning consultant
initiative, ● High performance ● Organizational
and work systems development
creativity specialist
● Behavior based Roles of Training ● HR training and
- System Professionals development
measure an ● Assess training specialist
employee needs
engages in ● Conduct training Who provides the
defined sessions training?
behaviors ● Training employees ● Internal Trainers
while at the in Job specific skills - HR
job to lead ● Introducing Professiona
success. employees oj ls
● Results based corporate policies - Department
- Measures procedures and managers/s
the bottom workplace rules upervisors
line with an ● Onboarding new - Subject
employee hire and trainees matter
work and experts
his Competencies of (SMEs)
accomplish Training Professionals ● External Trainers
ments ● Communication - Consultants
● Teaching and - Training
Forces Influencing Mentoring Firms
Working and Learning ● Professionalism - Online Train
● Globalization of ● Diversity, equity z providers
business and inclusion
● Economic Cycled ● Leadership Who is in charge of the
● Demographic management Training?
changes and ● Career ● HR department
diversity of development ● Learning and
workforce Development
● New technology Positions of Training (L&D) Team
● Increased value Professionals ● Line Managers
place on intangible
 ● Chief Learning - What vendors, and
Officer (CLO) individuals/teams suppliers.
know how to do as Strategic and
Training Roles well as company development process
● Specific rules, processes, - Process of
responsibilities and tools, and routines designing specific
functions that 1. Explicit employee training
individuals play in Knowledge programs that
the design - Formalized, directly aligj with
development condified, business needs.
delivery and And
evaluation of communicat The strategic training
training program in ed. and development
the organization - Formally process
documente - Business Strategy
The Evolution Training d and - Strategic Training
Roles shared and development
1. (Up) Training 2. Tacit Knowledge initiatives
event - Personal - Training and
2. (middle)Performa knowledge development
nce Result based on activities
individual - Metrics that show
Business Need experience value of training
3. (Left) Create and - Exists
share knowledge inside the Organizational
4. (Right)Learning head of characteristics
emphasis your influencing training.
employees. - Play a significant
Learning role in shaping
- Acquisition of The key vcapabilities effectiveness and
knowledge by needed to implement success of training
individual learning strategies programs.
employees or ● Alignment of
group of learning goals to Key organizational
employees who are the business goals characteristics
willing to apply that ● Focus on influencing training
knowledge in their developing 1. Organizational
jobs in making competencies for strategy and
decisions and the most critical goals
accomplishing jobs - paramount
tasks for the ● Learning outside in
company the company to determining
include customers, the focus
Knowledge and
 direction of - Crucial for - Liquidation and
training success. divestiture of
2. Organizational businesses.
culture Training Strategy
- Shared - Carefully planned Organizational Training
values, approach to Models
beliefs, and developing and ● Faculty Model
norms that enhancing the - Headed by a
guide knowledge, skills, director with a team
employee and abilities, of of experts who
behavior. employees in an have expert
3. Top management organization. knowledge in a
support specific specialized
- Crucial for Training needs in area
success of different strategies ● Customer Model
any training ● Concentration - Responsible for
program strategy training needs of
4. Integration - Enhancing the the division Or
business units Market share function of the
- Must decreasing costs company
consider the and creating ● Matrix Model
needs of developing market
different niche for products The training function
department and service. ● Encompass the
s and ● Internal growth process and
functions. strategy strategies to
5. Global presence - Identifying new enhance employee
- Face markets and knowledge, skills,
unique Product and abilities
challenges development
in training innovation and joint Developing a market
6. General business ventures strategy
condition ● External growth 1. Setting clear goals
- Can strategy 2. Crafting a
significantly - Acquiring vendors compelling
impact and suppliers or message
training buying businesses 3. Choosing
7. unionization that shall facilitate appropriate
- Can the organizations to channels
influence expand in the
training newer Markets. Implementing market
8. Staff involvement ● Disinvestment tactics
in training Strategy 1. Creating engaging
content
 2. Utilizing success - Manage poor ● Cost
stories and performance ● The final say
testimonials - Anticipate legal
3. Scheduling and issues Training Need
frequency of ● Shortage of skills
communication HR outsourcing or abilities which
- An organization could be reduced
Measuring Effectiveness decides to hirnan or eliminated by
1. Employee external company means
participation rates or contractor to
2. Employee take responsibility Needs Assessment
performance of HR functions. ● Systematic process
improvement for determining and
3. Employee HR outsourcing services addressing needs
feedback ● Recruiting or gaps between
● Payroll services current conditions
Outsourcing ● Outplacement and desired
- when a company services condition or wants.
contracts a third ● Exit Interviews
party to perform Why is needs
specific business HR compliance and Assessment necessary?
activities and talks regulations 1. improvement in
augment, existing - Offer their clients individuals,
workflow and access to risk education,
workforce. management and recognition, or
compliance expert. communities
Outsourcing training 2. Improve a product
- Broad term utilizing Benefits of Outsourcing such as training or
external sources to Training service client
train workforce on ● Increased receives.
a wide variety of Efficiency 3. Clarify problems
business practices ● Increased Cost and identity
and tasks Savings appropriate
- Hiring an outside ● Increased solutions
party to strengthen Employee Morale
workforce ● Access to Who should participate
Expertise in needs assessment?.
Outsourcing training 1. Managers
best practices. Problem with 2. Trainers
- Do your research Outsourcing 3. Employees
- Create realistic ● Lack Ownership
expectations ● Lack of Methods used in needs
- Optimize Customization assessment
communication ● Communication ● Surveys
 ● Focus Groups
● Interviews Process to Develop a Several ways to conduct
● Observation competency Model a rapid needs
● Document reviews ● Conduct Business assessment
● Needs assessment and strategy ● Pressure
by experts analysis ● Data
● Identify Jobs, ● Understanding
What is the needs positions, or job
assessment process? families 7 key learning theories
- Systematic ● Conduct interviews ● Behaviorism
approach to identify and focus group - People learn
and analyze the with top performers through rewards
needs of gaps ● Develop and punishment
between the competencies and ● Cognitivism
current conditions a competency - How we think,
and desired Model learn, and
outcomes in ● Validate and review remember
business, the model information.
education, ● Constructivism
healthcare, or Competency models are - People learn by
social services useful for training and doing.
development in several ● Social Learning
The Needs Assessment ways: Theory
Process ● Identify behaviors - People learn by
1. Define the purpose needed for watching others.
and scope effective job ● Adult Learning
2. Gather Data performance Theory
3. Analyze Data ● Provide tool for - How adults learn
4. Determine determining what differently from
Priorities skills are necessary children
5. Develop action to today's needs as ● Experiential
plans well as the Learning Theory
6. Implement company's future + Learning through
solutions skills needs. doing and reflecting
7. Evaluate and in those
adjust Rapid needs assessment experiences.
(RNA) ● Connectivism
Competency Model ● Needs Assessment - Learning through
● Define specific conducted quickly networks and
skills knowledge and accurately technology
and behaviors without sacrificing
required for the quality of the What is learning?
effective job process or - process that
performance outcomes. involves acquiring
 knowledge skills 4. Implement training
attitudes and initiatives
behaviors through 5. Evaluate & revise
experience practice training
or study.

Phases of Learning
Process
1. Motivation to Learn
2. Acquisition of
knowledge
3. Retention of
knowledge
4. Generalization
5. Feedback and
reinforcement

Strategies for
emphasizing
instructions
1. Active Learning
Techniques
2. Blended Learning
3. Feedback
Mechanisms

Evaluating Instruction
Emphasis and Learning
Outcomes.
1. Formative
Assessments
2. Summative
Assessments
3. Feedback Surveys

Five necessary steps to

designing an efficient
program
1. Assess training
needs
2. Set organizational
Training objectives
3. Create training
action plan