Training & Development

Training and
Development
Training

is the act of increasing the knowledge

and skill of an employee for doing a particular
job.

Training

improving the knowledge, skills and

attitudes of employees for the short-term,
particular to a specific job or task e.g.,
Employee orientation
Skills & technical training
Coaching

Training and
Development
Development

preparing for
future responsibilities, while
increasing the capacity to
perform at a current job
Management training
Supervisor development

Training and Development (T&D)

Training - Designed to provide learners with the knowledge and skills needed for their present
jobs

Development - Involves learning that goes beyond today's job more long-term focus

Learning Organization firms that recognize critical importance of continuous performancerelated training and development and take appropriate action

Training vs. Development.

Mostly

for technical and non

managerial personnel.

Initiated

by management

For

managerial personnel.

Initiated

by the individual.

Training Vs Education
TRAINING

EDUCATION

Act of increasing the KSA

Wider in scope and more general

in purpose
Process of increasing the general
knowledge and understanding of
a particular subject or theme
(conceptual learning)

Job oriented ( Skill learning)

Practiced based on company Imparted through schools or

specific requirement
colleges, content aims to improve
the knowledge of a person.

Benefits of training-organization/
Business
Leads

to increased profitability.
Elimination of wastage to a large extent.
Reduces organizational accidents.
Improves job knowledge and skills.
Reduces supervision.
Superior employee performance.
Increases employee loyalty.
Reduced attrition rate.
Improves labour management relations.

Benefits of trainingEmployee
Increases

job satisfaction and recognition.

Helps the individual in making better decisions
and effective problem solving.
Aids in achieving self development and self
confidence.
Provides the trainee an avenue for growth and
promotion.
Makes employee more effective and efficient.
Realize the career goals.
Employees avoid accidents, mistakes on the job.
Team player

Need for training

To

match employee specifications with

job requirements and organizational
needs.
Technological advances.
Organizational complexity.
Change in the job assignment.
To increase productivity.
Improve organizational climate.
To make employees more mobile and
versatile

Areas of training
Knowledge
The trainee learns about a set of rules and
regulations, about the job, about the staff and
the products and services offered by the
company.

Technical

skills

Specific skill. Eg: operating a machine, handling

a computer.

Inter

personal skills

Trainee is made to learn about himself and

others

Techniques
Involves the application of knowledge and skill
to various on-the-job situations.

System Model/Training process

Phase
Phase3:3:
Implementation
Implementation
On-the-job
On-the-jobmethods
methods
Off-the-job
methods
Off-the-job methods
Phase
2:

Phase 2:
Management
Management
Design
development
Design
Instructional objectives development

Phase
Phase4:4:
Evaluation
Evaluation
Reactions
Reactions
Learning
Learning
Behavior
Behavior(transfer)
(transfer)
Results
Results

Instructional objectives
Trainee readiness
Trainee readiness
Learning principles
Learning principles

Phase
Phase1:1:
Needs
NeedsAssessment
Assessment
Organization
OrganizationAnalysis
Analysis
Task
analysis
Task analysis
Person
PersonAnalysis
Analysis

Note:
Note: US
USorganizations
organizationsspend
spendover
over$60
$60billion
billion
annually
annuallyon
ontraining
training(1.7
(1.7billion
billiontraining
traininghours).
hours).
Much
Muchofofthat
thatinvestment
investmentisiswasted
wastedbecause
because
ititisisnot
done
in
a
systematic
way.
not done in a systematic way.

Phase 1:Needs assessment

Organizational
Analysis

Task Analysis

Person Analysis

Organization analysis
It

involves a study of the entire organization.

Examination of the environment, strategies, and
resources of the organization to determine where
training emphasis should be placed
It includes
Analysis of objectives
Resource utilization analysis
Environmental scanning
Organizational climate analysis
Data sources used in organizational analysis
include organizational goals and objectives, skill
inventories, efficiency indexes, exit interviews
etc

Task analysis
This

is a detailed examination of a job, its

components,
various
operations
and
conditions under which it has to be
performed.

Process

of determining what the content of a

training program should be on the basis of a
study of the tasks and duties involved in the
job

Data

sources used in task analysis include

job
description,
job
specification,
performance standards, asking questions
about the job, observation, interviews etc.

Person analysis
There

are two issues to be resolved through

manpower analysis.
First we try to find out whether performance is
satisfactory and training is required.
Second, whether the employee is capable of being
trained and the specific areas in which training is
needed.

Determination

of the specific individuals who

need training
Data sources used in person analysis include
performance appraisals, tests, personal
observation, interviews, supervisory reports

Phase 2: Identify training

objectives
Training objectives are of 3 types:
Regular orientation, refresher
training
Problem solving- solving a
specific problem- reducing
complaints and grievances
Innovative- Changing the
mindset of the workers ,
teambuilding sessions etc...

Phase 3: Implementation
Training methods
On the job
Method by which employees are
given hands-on experience with
instructions from their supervisor or
other trainer
Off

the job

Method by which trainees learn at a

location other than the real work
spot/place

Phase 4:Evaluation of training

program
Hamblin suggested 5 levels at
which evaluation can take place:
Reactions
Learning
Job

behaviour
Organization
Ultimate value

Methods of evaluation
Questionnaire
Tests
Interviews
Human

resource factorsEmployee satisfaction (turnover,

accidents, absenteeism)
Cost benefit analysis
Feedback

Training methods

On the Job

Job Instruction Training

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STEP FOUR: FOLLOW-UP

Put employee on his/her own.
Check-up frequently that
instructions are followed.
Taper off extra supervision.

STEP THREE: PERFORMANCE

Test employee by having him/her perform the job.

Ask questions beginning with why, how, when, where.
Observe, correct errors & repeat instructions.
Continue until you know the employee knows.

STEP TWO: PRESENTATION

Tell, show, illustrate, and question in order to put of the new knowledge.
Instruct slowly, clearly, completely, and patiently, one point at a time.
Check, question, and repeat.
Make sure the employee really knows.

STEP ONE: PREPARATION

Put the employee at ease

Find out what the employee already knows
Get the employee interested and desirous of learning the job

MERITS
Trainee learns fast through
practice and observation.
It is economical as it does
not require any special
setting.
The trainee gains
confidence quickly as he
does the work himself in
actual setting.
It is most suitable for
unskilled and semiskilled
jobs where the job
operations are simple ,
easy to explain and
demonstrate within a short
span of time .

DEMERITS

Trainee and trainer must

be efficient

While training , trainee

may damage equipment,
waste materials , cause
accidents frequently

Coaching
Informal,

unplanned training
activity provided by supervisors
and peers.
Supervisor explains and answers
questions
Feedback mechanism
Can be used as a follow-up
programme for other training
programmmes

Mentoring
Senior

manager in an
organization assumes the
responsibility for grooming a
junior person
Technical and interpersonal skills
Teach by example
Share experiences

Job rotation

Cross-Training

Employees can perform more than

one set of job tasks (allows for
easier coverage of jobs in case of
absences)

Employees are more able to assist

others in specific job duties

Jobs usually need to be relatively

similar in the KSAs that they require

ApprenticeshipTraining
Apprentices are trainees who spend a
prescribed amount of time working with
an experienced guide or coach or
trainer.
Advantages

Learners can earn pay while

they learn.
Involves effective learning
about why and how.
Results in full-time
employment for trainees
when the program is
completed.

Disadvantages

High development costs.

Increased time
commitment required of
management
No guarantee of full-time
employment.
Training results in narrow
focus expertise.

Committee assignments
Trainees

work together and are

asked to solve an actual
organizational problem.
Helps the trainees to understand
various issues and process
governing the organization
Develops team spirit

Off the job training methods

Lecture methods.
Audiovisual instruction
Role playing.
Programmed instruction
Simulation training
Case studies

Lecture methods.
Trainers communicate through
spoken words what they want the
trainees to learn.
Least expensive and least timeconsuming ways to present a large
amount of information.
It is easily employed with large
groups of trainees.

Audiovisual instruction
Includes

overheads, slides, and

video.
Video is a popular instructional
method used for improving
communications skills,
interviewing skills, and customerservice skills and for illustrating
how procedures should be
followed.

Role plays
Trainees

act out characters

assigned to them.
Information regarding the situation
is provided to the trainees.
Focus on interpersonal responses.
Outcomes depend on the
emotional reactions of the other
trainees.

Simulation training
Represents

a real-life situation.
Trainees decisions result in
outcomes that mirror what would
happen if on the job.
Used to teach:
Production and process skills
Management and interpersonal skills

Case study
Description

about how employees or an

organization dealt with a difficult situation.
Appropriate for developing higher order
intellectual skills such as analysis, synthesis,
and evaluation.
Help trainees develop the willingness to take
risks given uncertain outcomes, based on their
analysis of the situation.
Trainees

are required to:

Analyze and critique actions taken

Indicate the appropriate actions
Suggest what might have been done
differently

Programmed Instruction
Computer-Based

Instruction (or
Computer Assisted Instruction) and
Web-Based Training
Can be individually tailored to match
individual needs or ability level (&
individualized assessment possible)
Use of realistic graphics
Assessment and feedback can be
provided quickly

Behavior Role Modeling

Observe proper behavior
Perform behavior
Receive feedback regarding
performance of behavior
Receive reinforcement for proper
behavior
Have an opportunity to practice
behavior on the job if feasible
(transfer of training)

Executive Development
Executive

Development is the
learning and growth opportunity
provided to the Managerial
personnel to develop their
conceptual and analytical abilities
to manage. It is a systematic and
continuous process which
involves the formal courses of
instruction and actual job
experience

Learning Dimensions TRAINING

Meant for

Focus
Scope
Goal
Initiated by
Content

Time-frame

DEVELOPMENT

Technical and non managerial Executives or managerial personnel

personnel
Current and future jobs
Current jobs
Work group or organization
Individual Employees
Prepare for future work demands
Fix current skills deficit
Individual
Management
Managerial and interpersonal skills
Specific job related information
Long term
Immediate

Features of Executive Development

It is planned effort improve the

abilities of Executives to manage
different challenging assignments.
It is ongoing and continuous activity.
Focused at improving the total
personality of executives
Prepares executives to meet future
challenges.
Long-term process, where managers
take time to improve their capabilities.
Proactive in nature.

Importance of Executive Development

It helps managers to acquire Knowledge,
skills and abilities (KSAs) for future
complex challenges
Helps executives to realize their career
goals and aspirations
Executives are prepared to occupy
superior positions easily by handling
variety of jobs by gaining rich experience

Helps

executives to broaden their

outlook which enables them to
examine consequences carefully
and appreciate others.
Executives can gain holistic view
of organisation.
Helps managers to discharge
their more efficiently without
troubling people