TRAINING AND

DEVELOPMENT
Puspanjali Bhandari
Training
• Training is an important part of HRD efforts in modern organizations. It enhances
capabilities required capabilities required to improve performance in the present
job.
• It involves positive changes in knowledge, skill and attitude of employees.
“ Training is the act of increasing the knowledge and skills in an employee for doing
a particular job. “ ………Edwin B. Flippo
“ Training refers to the methods used to give new or present employees the skills
they need to perform their jobs.” ………Gary Dessler
Characteristics of Training
1. Job Oriented
2. Short-Term Process
3. Management Initiated
4. Improves Skills, knowledge and Attitude
5. Remedial to correct deficiencies
Importance of Training
• Development of skill, knowledge and attitude
• Increase Work Efficiency
• Career Development
• Enhance Employee Performance
• Boost Employee’s Productivity
• Improve Work Climate
Importance of Training
• Update Capabilities
• Develop Healthy Attitudes
• Improves Productivity
• Develop Future Potential
• Socialization
• Motivated Employees
• Creates Opportunities
Determining Training Needs (when
required?)
Training Program should be conducted only when it is felt that they can help in solving specific operational
problems. It requires the analysis of entire organization (people, jobs, technology and so on) to identify
trouble spots where training may help.
Training Need= Desired Performance-Actual Performance
1. Performance Deficiency
2. Due to lack of skill or Knowledge
3. Need for training (concern of HR manager)
4. Need for Motivation/ opportunity
5. Retaining Empowered Employees
6. Introduction to new system and skills
7. Change in Nature of job
8. Updating oneself with radical change
Level of Analysis
• Individual Analysis: It determines how well each employees is performing the
tasks.
• Operational Analysis: It attempts to identify the content of training what an
employee must do to perform competently.
• Organizational Analysis: It focuses on identifying where within the organization
training is needed.
 Training Need Assessment Model
Environment
Unions
Economy and Laws

Organizational Person
Operations Analysis
Analysis: Analysis
Specific behaviour:
1. Objectives Training Training Knowledge,
what an employee
2. Resources Need Need Skills,
must do in order to
3. Allocation of Attitudes
Resources
perform job
effectively.
• Organizational Analysis
• Operations Analysis
• Person Analysis
Questions to be Answered to identify training needs:
1. What are the organizational goals and politics?
2. What tasks must be completed to achieve these goals?
3. What behaviors are necessary for each job holders to complete his/ her assigned tasks?
4. What if any employees lacks skills, knowledge or attitude required to perform
necessary behaviors?
Training as a tool for developing work
culture:
• Work Culture is a combination of qualities in an organization and its employees
that arise from what is popularly known as “appropriate ways to think and act.”
• It defines the norms of acceptable conduct. A well-managed work culture can
improve performance significantly.
• How is organization structured?
• What are the organization values?
• How is work organized?
• What behavior is encouraged?
• What kind of people work in an organization?
Relationship between Training and Work
culture
• The basic objective of training is to achieve a change in the behavior of those
trained. It gives people an awareness of the rules and procedures to guide their
behavior. It attempts to improve employee performance and organizational
productivity. But it is not easy task. Managers have to establish and implement
work culture in the organization. To implement work culture training is almost
essential.
• To implement work culture training is almost essential. Training is considered as a
tool for the establishment of work culture in the organization.
• The positive outcomes of training program helps to strengthen work culture in the
organization.
• So, there is a two way relationship between training and work culture.
Designing Training Programs
• Setting Training Objectives
• Managing Training budget
• Designing Training content and method
Training Methods
On- the-Job Training Off-the-Job Training
• • Lecture
Apprenticeship
• Conference
• Job Instruction Training (JIT)
• Case Study
• Internship • Role Playing
• Job Rotation • Programmed Instruction ( Teaching by the
machine method)
• Computer Assisted Instruction
• Audiovisual Technique
• Other Methods (Demonstration and Simulation)
Methods of evaluating Training
Effectiveness
1. Questionnaire or structured interviews method
2. Experimental control-group method
3. Pre-Post performance method
4. Longitudinal or time series analysis method
5. Trainees Surveys
1. Questionnaire or structured interviews method
• They can be administered to the immediate supervisors of the trainers. They
provide valuable feedback about the training. In this method, supervisors are
asked to rate the trainees on the job efficiency directly related to training
objectives.
2. Experimental control-group method:
This is another popular method that can be used to evaluate training effectiveness.
Each group is selected, one to receive training (i.e. experimental group) and others
not to receive training (control group). Measures are taken to identify relevant
indicators of success (e.g; words typed per minute, units of work produced per hour,
etc.) before and after training for both groups. If the results shown by the
experimental group are significantly greater than those of controlled group , the
training can be considered as successful.
3. Pre-Post Performance Method:
In this method, the trainee’s performance is measured before the training and after
receiving the training.
4. Longitudinal or time series analysis method:
In this method, a series of measures are taken. That is, before the program begin
and continues during and after the program is compared. Finally, the results
obtained are plotted on a graph to determine whether changes have occurred and
remains as a result of the training effort or not.
5. Trainee Surveys:
It is another popular method, though it may not be much reliable. In this approach,
a questionnaire is sent to the trainee after the completion of the program to get
their reflections about the training program’s value or usefulness. Trainee’s opinions
could be obtained through interviews.
Criteria for Evaluating training
Effectiveness
• Reaction: Did he liked the program?
• Learning: Did the trainee learn the principles, skills and fact?
• Behavior: whether the trainee’s behavior on the job has changed ?
• Results: what final results have been achieved?
Career Development
• Career development refers to a set of programmes designed to match an
individual’s needs, abilities, and career goals with current and future
opportunities in the organization. Since career development focuses on
future opportunities, it has essentially a long-term orientation.
• “It is not merely a series of work-related experiences, but consists of a series
of properly sequenced role experiences leading to an increasing level of
responsibility, status, power and rewards.
• It represents an organized path taken by an individual across time and
space.
Objectives of Career Development
• Ensuring needed talents
• Assisting in attracting and retaining good employees
• Ensuring growth opportunities for all employees
• Reducing employee frustration
• Providing challenging jobs
• Establishing career oriented performance appraisal
• Offering job rotation and job pathing
Phases/Stages of Career Development
1. Integrating CD and HRP
2. Dissemination of Career Option Information
3. Job Postings
4. Use of Assessment Centers
5. Career counseling Programs
6. Career Development Workshops
7. Continuous education and Training (E&T)
8. Periodic Job Changes
9. Sabbaticals and Other facilities
10. Career-Oriented performance Appraisals
Management Development
• A lot of techniques/ methods for management or executive development (MD/ED)
are possible and in fact utilized. Management development (MD) is more future
oriented and more concerned with education (than is employee training).
• MD is also called management training in day to day usage. MD basically an
education process than a training process.
• MD prepares the executive team to handle future responsibilities of the job or
organization.
“ Management Development is a systematic process of training and growth by which
individuals gain and apply knowledge, skills, insights and attitudes to mange work
organizations effectively.”
………Dale S. Beach
Techniques (Methods) Of Management
Development
1. On-the-Job Methods of MD 2. Off-the-Job Methods of MD
• • Sensitivity Training
Coaching
• Special Courses
• Under Study Assignments
• Simulations and Games
• Job rotation • Role play
• Committee Assignments • Conference Training
• • Action Learning
Internship
• Case Study
• Transactional Analysis
• Behavioral Modeling
Emerging Concepts of HRD
• Leadership Development
• Talent Management
• Employee Empowerment
• Mentoring
HRD Practices in Nepalese Organizations:
Career Management and Employee Retention Issues
1. Need for Training and Development in Nepalese Organizations
2. Training Efforts and institutions in Nepal
3. Situation of Vocational Guidance/ Career Counseling and HR Plan
4. T&D Methods Used in Nepalese Organization
5. Scenario of T&D Practices in Nepalese Organization
6. Career Management and Retention Issues