Training

The process of providing employees with specific skills or helping them correct deficiencies in their performance.

Development An effort to provide employees with the abilities the organization will need in the future. .

Training versus Development Training Focus Scope Time Frame Goal Current job Individual employees Immediate Fix current skill deficit Development Current and future jobs Work group organization Long term Prepare for future work demands .

To impart the new entrants the basic knowledge & skill they need for an intelligent performance of definite job. . To build up a second line of competent officers & prepares them to occupy more responsible position. To ensure economical output of required quality.Objectives of Training      To prevent obsolescence. To prepare employees for higher level tasks.

Challenges in Training Is training the solution to the problem?  Are the goals of training clear and realistic?  Is training a good investment?  Will the training work?  .

The Training Process Needs Assessment Phase ‡Organization Needs ‡Task Needs ‡Person Needs Development and Conduct of Training ‡Location ‡Presentation ‡Type Evaluation .

Off the Job training: Under this method. . The trainee learns under the supervision of & guidance of a qualified instructor. trainee is separated from the job situation and his attention is focused upon learning which is related to his job performance. the individual is placed on a regular job & taught the skills necessary to perform that job.Training Methods On the Job training: Under this method.

Training Methods On the Job Method  Off the Job Methods Vestibule/ Simulation training     Job rotation Coaching Job Instruction    Role playing Lecture methods Committee Assignment Conference Case study  Training through step by step  Programmed Instruction In basket Method .

The task for which the training is designed is infrequently performed. Equipment and safety restrictions make other training methods ineffective. . One-on-one training is necessary.Guidelines for Using On-the-Job Training Managers Should Select OJT When:           Participatory learning is essential. Classroom instruction is not appropriate. Five or fewer employees need training. Immediate changes are necessary to meet new safety requirements. Work in progress cannot be interrupted. Taking employees out of the work environment for training is not cost-effective. Frequent changes in standard operation procedures allow minimal time for retraining.

What OJT Should Cover:      . Classified information retained in a secured area. Tools and equipment components of a complex system.) Managers Should Select OJT When:  A defined proficiency level or an individual performance test is required for certification or qualification.Guidelines for Using On-the-Job Training (cont. Large or secured equipment. Delicate or dangerous procedures. Delicate or calibrated instruments.

Many programs lack a feedback mechanism to help employees determine how much they¶ve learned.Off the Job Training : Benefits More cost-effective than classroom training Time efficient Targeted at crucial skills Allows employees to progress at their own pace Doesn¶t hamper productivity Drawbacks Many programs do not assess employees¶ progress so managers cannot measure the employee¶s skill level. .

.Principles of Training       Motivation Progress Information Reinforcement Practice Full Vs part Individual Differences.

Areas of Training          Skills Training Retraining Cross-functional training Team training Creativity training Diversity training Crisis training Customer service training Leadership training .

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