Training

Introduction

‘Give a woman a fish..

She will feed it for a day.
Teach her how to fish
She will feed for rest of her life….’
 Meaning & Importance of Training

Training & Development focus on the improvement

of the knowledge, skill & abilities (KSA)
Training is a systematic process of changing
knowledge skill & behaviour /or motivation of
employees to improve their performance on the job
as per the goals & objectives of the Organization
Training is an act of increasing the knowledge & skill
of an employee for doing a particular job
Skill ??
Knowledge ??
Attitudes ??
 The information we acquire & place into memory (declarative)
 How information is organized for use into what are already
known (procedural)
 Our understanding of how, when & why information is used &
is useful (strategic)
 Areas of Training

Company policies and procedures

Human relation training
Problem-Solving training
Skill-based training
Managerial and supervisory training
 Training Process Model (Blanchard 2005)
Need Analysis

Design Phase

Training
Event Development Phase

Implementation
Phase

Outcome
Evaluation
Evaluation Phase Process Data
Data
 Training Need Assessment

Purpose & Importance of Need Assessment

 Identify the Org’s goals & its effectiveness in reaching these goals
 Identify the gap b/w the prevalent employees skills & the skills
required for effective current performance
 Gap in the current skills for meeting future needs
 Increase the chances for that the tie & money spent on training
would be spent wisely
 Determine the benchmark for evaluation of training
 Increase the motivation of participants'
 Align the training activities with the overall strategic plan of the org
 The conditions under which the HRD activity will occur
 Reaping Benefits due to the following

A complete need assessment analysis involves

measuring a variety of factors at different levels of
the Org. so the process becomes difficult & time-
consuming in nature
As this activity is not seen as directly related to
productivity the fund allocation for HRD activity as
such is limited in many Org’s. having these limited
funds, HRD specialists tend to use it for conducting
the programme rather than to spend it for assessing
the requirement
Org’s try to identify themselves with the market
leaders by copying the HRD programme carried out
by those orgs. So need assessment to identify
whether such programme is required or suitable for
their org becomes void
HRD specialised knowledge on the part of HRD
specialist to conduct systematic need assessment
also adds to the non-conduct of need assessment
 Approaches to Training Need Analysis

Proactive in TNA
Reactive in TNA
A Proactive need assessment can identify a variety of
need assessment like
o Redeployment of employees whose current jobs are to be
phased out
o Offering stress mgt training to people whose jobs will be
restructured or redesigned
o Anticipated launch of a new product/service
Model of the Process When Performance Discrepancy Occurs
Performance
Discrepancy

Is it worth
fixing ?

Reward
KSA Inadequate Obstacle in
Punishment in
Discrepancy feedback the system
Congruence
Choose Provide
Design Remove
appropriate proper
Contingencies Obstacle
remedy feedback

Job Aid

Training

Practice Change of Job Transfer or Terminate

 Techniques for the identification of training
needs

JOB AND TASK ANALYSIS

Background
 ‘ Ananalogy of digging a hole can well be applied
to the task of job analysis. Both the area to be
covered and the depth are arrived at by knowing
the purpose of the hole. This analogy goes further
in that the task can be both tedious and messy. The
area of a particular job to be analyzed and the
depth are arrived at by knowing the purpose of the
analysis exercise.’ - Malcolm Craig
Job analysis
 interviewing the job-holder(s)
 interviewing the boss of the job-holder
 direct observation
 asking the job-holder to keep a record of what is done (time-
sheet or diary).
 Job title
 The official title as noted on employment (Personnel) records. Take care to avoid any
terms which imply gender discrimination (e.g. tea lady, repairman).
 Reports to
 The position which has line responsibility for the job being described.
 Responsible for
 A list of any subordinates.
 Purpose
 A short, often single-sentence, description of the main objective of the job.
 Location
 Relevant information regarding site or department.
 General
 Any other relevant information
 Source: http://www.gatewaywheelers.org.uk
Task analysis
Many training situations do not require the in-
depth breakdown of tasks into small component
parts. However, some complex tasks must be
painstakingly analyzed in order that an accurate
and detailed picture is created which will form the
basis of a training manual or programme
Skills Analysis