Training and

Development
Introduction
• Since 1980’s training and development
become an area of development in human
resource management because of increasing
workloads, the introduction of new
technology and wider ranges of tasks, all of
which required training provision
• A lot of analyst and writer says that Training
and development is a great investment, not
only for the company but also for the job
holder
How Training and development takes place

organization Groups Departments Divisions Individuals

The company needs to always advance, now as

the company advances the employee needs to
advance to. If a company wants to advance its
sales it has to start from the organizational
level to the individual level. The company may
start from organizational level, with the
training of product planning management, to
training of Individuals like salesman/lady
Managers Role on training
• Play an active role in training delivery (cascade
training) and support (including quality tools and
techniques).
• Receive training and development based on
personal development plans.
• Fund training and improvement activities to allow
autonomy at ‘local’ levels for short payback
investments.
• Co-ordinate discussions and peer assessments to
develop tailored training plans for individuals.
Pioneer in Training and Development
• Trident Precision Manufacturing manages and
motivates its employees through training.
▫ Training is provided in quality, skills related to the
job, general education and safety and
▫ since 1989, they have invested an average of 5
percent of the payroll on training – a figure that
represents almost three times the average
▫ 80 percent of their employees are trained in at
least two job functions
The result Trident Precision
Manufacturing gets

▫ increases in sales volumes;

▫ not losing customers to competitors;
▫ low employee turnover.
Systematic Training Process

Training is also a process of problem solving meaning it has

hypothetical, planning, process and output or conclusion phase

Plus it is not finish after the evaluation the evaluation leads to

further improvement of design thus making the process repeat
again.
Assessment Phase
• Assessment Phase identifies what is needed (the
content of the training) at the organizational, group
and individual levels
• This may involve some overlap, e.g. an individual’s poor
sales performance may be a symptom of production
problems at the group level, as well as a need for more
product innovation at the organizational level.
• The Assessment Phase thus involves identifying
training needs by assessing the gaps between future
requirements of a job and the current skills, knowledge
or attitudes of the person in the job.
Planning/Design Phase
The Planning/Design Phase identifies where
and when the training will take place and involves
such questions as:
• Who needs to be trained?
• What competencies are required?
• How long will training take?
• What are the expected benefits of training?
• Who/How many will undertake the training?
• What resources are needed, e.g. money, equipment,
accommodation, etc.?
Planning/Design Phase
• the organizations involved in the studies
planned their training programs (e.g.annually)
according to the needs of the business and
circulated lists of available courses well in
advance of the training dates
• And then monitor it if it needs an improvement
then redesign the plan if needed
The Implementation Phase
• The Implementation Phase involves the
actual delivery of the training
• Methods: simulators (imitation of operation);
business games; case studies; coaching and
mentoring; planned experience; computer-
assisted instruction; Demonstration or ‘sitting
next to Nellie’(the improvement will be base on
the effectiveness of the instructor—Nellie)
The Implementation Phase
• Induction and devolved training
▫ New employees attend induction courses and
are issued with personal development documents
giving details of what training and assessment will
take place in the first few months of employment, as
well as copies of the vision and mission statements
▫ training is devolved to line managers through
facilitation and facilitator packs. This requires the
training and development of all levels of managers
and supervisors in facilitation skills. The manager
will select the employee to train
Evaluation Phase
• Test if the objective of the training was met
• Commonly the Hardest Phase
• take many forms such as observation,
questionnaires, interviews, etc.
• in this phase the overall effectiveness of training
is evaluated
• provides feedback for the trainers, for future
improvements to the program, for senior
managers and the trainees themselves
Team Work
• An organization is getting its strength merely
from the people working together to achieve one
goal. Employee are more motivated when working
with team
• Teams are effective when its collinear with
Organizational strategy. Now this strategy
lets a team to understand what path they should
go, and crate their own mission, agendas and
targets, because without these thing you will not
know what you are working for.
 Team Work
• Cross Functional Team
-A cross-functional team is a group of people
with different functional expertise working
toward a common goal. It may include people
from finance, marketing, operations, and human
resources departments. 
-A team like this uses Collaboration of ideas
which is a great thing for a company
-This helps an organization because a cross-
functional teams can create and conceptualize
projects by themselves