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3. Training and Development - Objectives and Needs -Training Process -Methods of Training ±Tools and Aids -Evaluation of Training Programs.

 ³Training

is the act of increasing the knowledge and skill of an employee for doing a particular job´.------ P.Subba Rao is the organized procedure by which people learn knowledge and / or skill for definite purpose´----Dale S. Beach. is a process of learning a sequence of programmed behavior´---Mamoria 

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³Training

skills. and competencies as result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. Training may be defined as. skills.  Training . attitude and social behavior of employees for doing a particular job´---Pattanayak refers to the acquisition of knowledge. ³ a planned programme designed to improve performance and to bring measurable changes in knowledge.

changes. behavior. and attitudes for current or future jobs. aptitude and attitude towards the requirements of the organization. bridges the differences between job requirements and employees present specifications  It  Training . improves. Training is the systematic process of developing knowledge. skills. skill. moulds the employee¶s knowledge.

for new employee with view to acquainting rule. Technical Officer Human Relations ± team building. interpersonal relation Problem solving Managerial and supervisory skills Apprenticeship training & ` ` ` ` ` . practice procedure Specific skills ± Bank clerk.` Company policies and procedure--.

competencies and motivation in a systematic planned manner´ 2. values and skill required to perform various tasks or function associated with their present or future expected roles. perspectives.HRD 1. effectiveness.T. ³HRD is a process in which employee of an organization are continuously helped in a planned way --‡ to acquire capabilities.-------------. Venkateshwarao . It is defined as ³a continuous process to ensure the development of employees¶ dynamism. attitudes. knowledge.

‡ to develop their general enabling capabilities as individuals so that they are able to discover and utilise their own inner potential for their own or for the organizational development purposes and ‡ to develop an organizational culture where superior subordinate relationship. . dynamism and pride among the employee´. team work and collaboration among different sub units are strong and contribute to organizational health.

´ . have substantial influence in changing the capacity of the individual to perform his assignment better and on so doing are likely to increase his potential for future management assignment.DEVELOPMENT: ³ management development is all those activities and programmes when recognized and controlled.

` ³A conscious and systematic process to control the development of managerial resources in the organization for the achievement of goals and strategies´ -----Molander ± 1986 ³An attempt to improve managerial effectiveness through a planned and deliberate learning process´ ---.Mumford ± 1987 ` .

It gives people an awareness of It covers not only those activity which the rules and procedure to guide improve job performance but also their behavior those which bring about growth of the personality 03. Training is short term process Development is a long term educational utilizing a systematic and process utilizing a systematic and organized procedure by which organized procedure by which non-managerial personnel learn managerial personnel learn technical knowledge and skills conceptual and theoretical for definite purpose.Training 01. It refers only to instruction in It refers to philosophical and technical and mechanical. operations 05. knowledge for general purpose. theoretical educational concepts. It is designed for non-managerial It is designed personnel for managerial .It is a process of learning a sequence of programmed behavior Development It is a related process 02. 04.

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dealing with services of diversified lines.To increase mobility of employees in the organization .To develop harmonious Human Relations 6.4.To cope-up with change in the job assignment 7.To aware with organizational complexity ± increased mechanization . extension of operations . 5. manufacturing of multiple products. automation.

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 To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization. .  To impart the new entrant the basic knowledge and skill they need for an intelligent performance of definite job.

To broaden the minds of Sr. information and techniques and developing the skills they will need in their fields. Manager by providing them with opportunities for an interchange of experiences within and outside with a view to correct the narrowness of outlook that may arise from over specialization    . To assist employees to function more effectively in their present positions by exposing them to the latest concepts. To build up a second line of competent officer and prepare them to occupy more responsible positions. To prepare employees for higher level tasks.

   . a sense of responsibility. To ensure economical output of required quality To ensure smooth and efficient working of a department To promote individual and collective moral. cooperative attitude and good relationships. To develop the potentialities of people for the next level job.

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It improves the organizational climate of the organization . . It provides personnel growth of employee 9. 7. 9. It provides personnel growth of employee . Training reduces frequency of accidents .6. It improves the organizational climate of the organization Training develops high moral among the employees 8. Training develops high moral among the employees 8.

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Implementation ± ensuring transfer of training Evaluation ` ` ` ` .` Analysis Design Development ± creating learning environment.

` ` ` . COMPETENCY MODELS. PERFORMANCE ANALYSIS: Assessing current employees training needs.` TASK ANALYSIS: Assessing new employees training needs. CAN¶T DO/WON¶T DO.

Prepare the trainee . Job and organization analysis 2. Prepare the instructor 8.1. teaching methods and media 7. Design training content. Evaluate the trainee 3. Prepare cost budget and foresee benefits ± have cost benefit analysis 6. Design the training needs 5. Identify the training needs 4.

Implement the training programme 11. Get ready to teach 10.Present the operations 12.9.Gain the acceptance of the programme 13.Update the programme .Try out the trainees performance 14 Evaluate the results 15.

ON-THE JOB TRAINING OFF-THEJOB TRAINING .

step .by.` On ± the ± job Methods : x Job rotation x Coaching x Job Instruction or training through step.

x Case study x Lecture methods .` Off-the-job Methods x Vestibule training x Seminar x Role playing.

x Group discussion x Conference or discussion x T.Group (sensitivity training) x Programmed instruction x Brainstorming .

` ` ` . Internet-based training The virtual classroom training.` Teletraining Videoconferencing.

7. Individual or group practical assignment Panel discussion Brainstorming Using training supportive material ± Audio-visual. 5. 11. Lecture Case study Role play Management games Laboratory training : A change agent / consultant devices/ plans means/ ways for groups of people in organization to clarify their values. 9. motivation and working climate in general 6. 10. 2. 4. 3. Printed material Field trip Demonstrations . 8. attitudes and problems to improve understanding .1.

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relevance of change. Measures are already in place via normal management systems and reporting . feedback forms. 4 Results Results evaluation is the effect on the business or environment by the trainee. 3 Behaviour Behaviour evaluation is the extent of applied learning back on the job implementation. post-training surveys Not expensive to gather or to the training or learning or questionnaires. learning.the challenge is to relate to the trainee. Individually not difficult. 2 Learning Learning evaluation is the measurement of the increase in knowledge before and after. Interview or observation can also be Less easy for complex used. Measurement of behaviour change typically requires cooperation and skill of linemanagers. Observation and interview over time are required to assess change.level evaluation evaluation description and examples of evaluation tools and type characteristics methods (what is measured ) 1 Reaction relevance and practicability Reaction evaluation is how 'Happy sheets'. Process must attribute clear accountabilities. Quick and very easy to obtain. the delegates felt about Verbal reaction. Relatively simple to set up. and sustainability of change. clear-cut for quantifiable skills. unlike whole organisation. analyse. experience. . Typically assessments or tests before and after the training.

`Thank You .

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