CH 4: TRAINING AND DEVELOPMENT

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After studying this chapter, students should be able to understand
the following:
 Explain Learning
 Define Training

LESSON OVERVIEW
• We devote this lecture to explaining the learning and its importance in
improving status of organization; we will also explore scope of Training
and its relationship to organizational change. Next, the Training process
is described along with how Training needs are determined and
objectives established. Then, we look at the numerous Training
methods. Effectiveness of training program depends upon the learning
of trainees so first of all we should see what is meant by learning.

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Learning
• Learning is a relatively permanent change in behavior
that results from direct or indirect experience.
• Learning organization: Learning organizations are
firms that recognize the critical importance of
continuous performance-related.

• The term training refers to the acquisition of

knowledge, skills, and competencies as a result of the
teaching of vocational or practical skills and
knowledge that relate to specific useful competencies

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 TRAINING AND DEVELOPMENT
OBJECTIVES
The principal objective of training and development division is to make
sure the availability of a skilled and willing workforce to an organization.
In addition to that,
There are four other objectives: Individual, Organizational, Functional,
and Societal.

1. Individual Objectives – help employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.
2. Organizational Objectives – assist the organization with its primary
objective by bringing individual effectiveness.
3. Functional Objectives – maintain the department’s contribution at a level
suitable to the organization’s needs.
4. Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society. 4
 Need for Employee Training
• Training of employees takes place after orientation takes place.
 Training is the process of enhancing the skills, capabilities and
knowledge of employees for doing a particular job. Training process
moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.
Training is given on four basic grounds:
1. New candidates who join an organization are given training. This training
familiarizes them with the organizational mission, vision, rules and
regulations and the working conditions.
2. The existing employees are trained to refresh and enhance their knowledge.
3. If any updation and amendments take place in technology, training is given
to cope up wit those changes. For instance, purchasing new equipment,
changes in technique of production, computer impartment. The employees
are trained about use of new equipments and work methods.
4. When promotion and career growth becomes important. Training is given
so that employees are prepared to share the responsibilities of the higher
level job. 5
• Training needs can be assessed by analyzing
three major human resource areas: the
organization as a whole, the job
characteristics and the needs of the
individuals. This analysis will provide
answers to the following questions:
 Where is training needed?
 What specifically must an employee learn in
order to be more productive?
 Who needs to be trained?

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 Importance
• Training is crucial for organizational development and success. It is fruitful to both employers and
employees of an organization. An employee will become more efficient and productive if he is
trained well.

The Benefits of training can be summed up as:

1. Improves Morale of Employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he will
contribute to organizational success and the lesser will be employee absenteeism and turnover.
2. Less Supervision- A well trained employee will be well acquainted with the job and will need less
of supervision. Thus, there will be less wastage of time and efforts.
3. Fewer Accidents- Errors are likely to occur if the employees lack knowledge and skills required for
doing a particular job. The more trained an employee is, the less are the chances of committing
accidents in job and the more proficient the employee becomes.
4. Chances of Promotion- Employees acquire skills and efficiency during training. They become
more eligible for promotion. They become an asset for the organization.
5. Increased Productivity- Training improves efficiency and productivity of employees. Well trained
employees show both quantity and quality performance. There is less wastage of time, money and
resources if employees are properly trained
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 Phases of Training
Phase 1: Needs Assessment & Establishing
Objectives
• In order to compete effectively, firms must keep their
employees well trained. The first step in the Training process
is to determine Training needs. The overall purpose of the
assessment phase is to determine if training is needed and,
if so, to provide the information required to design the
training program.

• Assessment consists of three levels of analysis:

1. Organizational Analysis
2. Task Analysis, and
3. Person Analysis
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1. Organizational Analysis: It is an examination of
the kinds of problems that an organization is
experiencing and where they are located within
organization. Usually, the needs assessment
begins with the organization analysis. This is a
process for determining the appropriateness of
training by evaluating the characteristics of the
organization. The organization analysis looks at
training needs in light of the organization’s
strategy, resources available for training, and
management’s support for training activities

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 Establishing Training Objectives

• Objectives are desired end results. In human

resource, clear and concise objectives must be
formulated

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 Determining Training Needs
Following sources can help organization to assess either
there is a need for Training or not.

 Self-assessments
 Company records
 Customer complaints
 New Technology
 Employee grievances
 Interviews with managers
 Customer satisfaction surveys
 Observation
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2. Person Analysis

• Following the organizational assessment, needs

assessment turns to the remaining areas of analysis:
person and task.
• The person analysis is a process for determining
individuals’ needs and readiness for training.
• It involves answering several questions:
 Do performance deficiencies result from a lack of
knowledge, skill, or ability? (If so, training is appropriate;
if not, other solutions are more relevant.)
 Who needs training?
 Are these employees ready for training? 12
• The answers to these questions help the manager
identify whether training is appropriate and which
employees need training. In certain situations, such
as the introduction of a new technology or service,
all employees may need training. However, when
needs assessment is conducted in response to a
performance problem, training is not always the
best solution.
• The person analysis is therefore critical when
training is considered in response to a performance
problem. In assessing the need for training, the
manager should identify all the variables that can
influence performance.
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3. Task Analysis

• The third area of needs assessment is task

analysis, the process of identifying the
tasks, knowledge, skills, and behaviors
that training should emphasize. Usually,
task analysis is conducted along with person
analysis. Understanding shortcomings in
performance usually requires knowledge
about the tasks and work environment as
well as the employee
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• To carry out the task analysis, the HR professional looks at the
conditions in which tasks are performed.
• These conditions include the equipment and environment of
the job, time constraints (for example, deadlines), safety
considerations, and performance standards. These
observations form the basis for a description of work activities,
or the tasks required by the person’s job.
• For a selected job, the analyst interviews employees and their
supervisors to prepare a list of tasks performed in that job.
Then the analyst validates the list by showing it to employees,
supervisors, and other subject-matter experts and asking them
to complete a questionnaire about the importance, frequency,
and difficulty of the tasks.
• For each task listed, the subject-matter expert uses a sliding
scale (for example, 0 5 task never performed to 5 5 task often
performed) to rate the task’s importance, frequency, and difficult
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 PHASE 2: DELIVERING THE TRAINING
• The training program that results from assessment should be a
direct response to an organizational problem or need.
Approaches vary by location, presentation, and type. These
are summarized below:
A. On-the-job-training (OJT): is normally given by a senior
employee or a manager. The employee is shown how to
perform the job and allowed to do it under the trainer’s
supervision. One form of on-the-job training is:
This type of training takes various forms, including
internships and Job Rotation.
B. Off the job: Training away from the actual work site. Training
is at a Training facility designed specifically for Training.

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An internship:
• Is on-the-job learning sponsored by an educational
institution as a component of an academic program. The
sponsoring school works with local employers to place
students in positions where they can gain experience related
to their area of study
Job Rotation:
• For the executive, job rotation takes on different
perspectives. The executive is usually not simply going to
another department. In some vertically integrated
organizations, for example, where the supplier is actually
part of same organization or subsidiary, job rotation might be
to the supplier to see how the business operates from the
supplier point of view 17
 Benefits of Job Rotation
It provides the employees with opportunities to
broaden the horizon of knowledge, skills, and
abilities by working in different departments,
business units, functions, and countries
Identification of Knowledge, skills, and attitudes
(KSAs) required
It determines the areas where improvement is
required
Assessment of the employees who have the
potential and caliber for filling the position
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 OFF THE JOB TRAINING –

Off the job: Training away from the actual work

site.
Training is at a Training facility designed
specifically for Training.

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 Phase 3: Training Methods
• Sensivity Training
• Games and Stimulations
• COACHING
• MENTORING
• JOB INSTRUCTION TECHNIQUE (JIT)
• Lecture
• Discussions

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1. Sensitivity Training: is about making people
understand about themselves and others
reasonably, which is done by developing in
them social sensitivity and behavioral
flexibility.
Social sensitivity in one word is empathy. It is
ability of an individual to sense what others
feel and think from their own point of view.
Behavioral flexibility is ability to behave
suitably in light of understanding
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2. Lecture: is telling someone about something.
Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a
topic
4. Games and Simulations: are structured and
sometimes unstructured, that are usually played for
enjoyment sometimes are used for training
purposes as an educational tool. Training games
and simulations are different from work as they are
designed to reproduce or simulate events,
circumstances, processes that take place in trainees’
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 Coaching
• Coaching is one of the training methods,
which is considered as a corrective method for
inadequate performance. According to a
survey conducted by International Coach
Federation (ICF), more than 4,000 companies
are using coach for their executives. These
coaches are experts most of the time outside
consultants.

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• This method best suits for the people at the
top because if we see on emotional front,
when a person reaches the top, he gets lonely
and it becomes difficult to find someone to
talk to. It helps in finding out the executive’s
specific developmental needs.

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 Mentoring
• Mentoring: is an ongoing relationship that is
developed between a senior and junior employee.
Mentoring
• provides guidance and clear understanding of how
the organization goes to achieve its vision and
mission to the junior employee
• In cases where the executive is new to the
organization, a senior executive could be assigned
as a mentor to assist the new executive settled
into his role. Mentoring is one of the important
methods for preparing them to be future executives
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 Job Instruction Technique (JIT)
• Job Instruction Technique (JIT) uses a strategy
with focus on knowledge (factual and
procedural), skills and attitudes development.

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 Why Transfer of Training Fails
• Don’t learn material
• Don’t understand “real life” applications
• Lack of confidence
• Forgetting the material

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 Phase 4:Evaluating Training
• Effectiveness can be measured in monetary or non-
monetary terms. It is important that the training be
assessed on how well it addresses the needs it was
designed to address.

• Reaction: How much did the trainees like the program?

• Learning: What principles, facts, and concepts were
learned in the training program?
• Behavior: Did the job behavior of the trainees change
because of the program?
• Results: What were the results of the program in terms of
factors such as reduced costs or reduction in turnover 28
Figure 9.5 illustrates a typical reaction evaluation questionnaire.

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PART TWO: CAREER AND CAREER
DEVELOPMENT

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 Career

• Career can be defined as a general course of

action a person chooses to pursue throughout
his or her working life

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 I. Career planning:

• Career planning: is an ongoing process through

which an individual sets career goals and
identifies the means to achieve them. The
process by which individuals plan their life’s
work is referred to as career planning. Through
career planning, a person evaluates his or her
own abilities and interests, considers alternative
career opportunities, establishes career goals, and
plans practical developmental activities.
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 A method of determining development
needs
• A method of determining training and development needs.

• Individual career planning — Career planning begins with self-understanding.

Then, the person is in a position to establish realistic goals and determine what
to do to achieve these goals. Learning about oneself is referred to as self-
assessment.
• Some useful tools include a strength/weakness balance sheet and a likes and
dislikes survey.
• Strength/weakness balance sheet: A self-evaluation procedure assists people in
becoming aware of their strengths and weaknesses.
• Likes and dislikes survey: A procedure that assists individuals in recognizing
restrictions they place on themselves.
• Career Assessment on the Web — The Web has numerous tests and
assessments sites available to assist job seekers.
• Organizational Career Planning — The process of establishing career paths
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within a firm