UNDERSTANDING TRAINING

PROCESS AND METHOD

Module_II
 SYLLABUS
• Training Process - Training methods: On the job
and Off the Job training;
• On the Job Training ,Job Instruction Technique,
Apprenticeship, Coaching, Mentoring;
• Off the job training- lectures and demonstrations;
• Games and simulations, In Basket Technique, Case
Studies, Role Play, Behaviour Modelling;
• Cross Cultural Training.
THE TRAINING PROCESS
•  Comprises of a series of steps that needs to be followed
systematically to have an efficient training programme.
• The Training is a systematic activity performed to modify the skills,
attitudes and the behaviour of an employee to perform a particular
job.
• Training process comprises of 5 main stages-
– Assessment
– Objective
– Implementing
– Designing
– Evaluation
 TRAINING PROCESS
• Needs assessment: - The need for training could be identified
through a diagnosis of present and future challenges and
through a gap between the employee’s actual performance and
the standard performance. The needs assessment can be
studied from two perspectives: Individual and group.
• Objectives- The objectives could be based on the gaps seen in
the training programmes conducted earlier and the skill sets
developed by the employees.
• Designing Training Programme- Who are the trainees and
who are the trainers? What methods are used for the training?
What will be the level of training? etc. The action plan that
includes the training content, material, learning theories,
instructional design, and other training necessities.
 TRAINING PROCESS
• Implementation of the Training Programme:  The
foremost decision that needs to be made is where the
training will be conducted either in-house or outside the
organization.
• Once it is decided, the time for the training is set along with
the trainer who will be conducting the training session.
• Evaluation of the Training Programme: After the training
is done, the employees are asked to give their feedback on
the training session and whether they felt useful or not.
TRAINING
METHODS
• On Job Training
• Off the Job Training
Methods
1. Coaching
2. Mentoring
3. Job Rotation ON JOB
4. Job Instruction TRAINING
Technique
5. Apprenticeship
6. Understudy
ON JOB TRAINING
• It is a practical way of explaining the new trainees of the
project on how the project and its technology works,
giving them a hands-on experience. It is said that
practical knowledge is more effective than the
theoretical one as it gives you the feel of the process and
system hands-on. You can experience the real time
projects giving you the better idea on how it works and
what are expected of you. Let us look at some of the
advantages that, on the job training method has.
ON JOB TRAINING-ADVANTAGES
• 1. Simple method of learning
• 2. An economical way of learning
• 3. Get the feel right.
• 4. Immediate productivity.
• 5. Quick learning.
• 6. It is systematic.
ON JOB TRAINING- LIMITATIONS
• 1. Teaching is a skill that everyone does not possess 2. It is a
rushed process
• 3. Low productivity
• 4. Creates Disturbance:
• 5. Accidents can happen
ON JOB TRAINING-COACHING
• Coaching- is a one-to-one training. It helps in quickly identifying the weak
areas and tries to focus on them. It also offers the benefit of transferring
theory learning to practice.
• Advantages:
• Increases openness to learning and development – Coaching individually
helps the coachee (the person being coached) to become more open to
learning and personal development in a way that is comfortable for them.
• Improves Individual Skills and Behaviors – One-on-one coaching focuses
on individual skills and helps to pinpoint behaviors that may need improving.
• Develop self-awareness – You’re able to recognize and learn more about
yourself and how your actions and behaviors affect the people around you
ON JOB TRAINING-COACHING
• Disadvantages:
• Trial and Error in finding the coach that is right for you – It
may be challenging to find the right coach that meets your
uniquely individual needs. Coaches and coachees must have an
ebb and flow relationship, otherwise the relationship becomes
ineffective and may cause friction.
• Individual coaching can be costly – Professional development
coaches typically charge by the hour for their coaching sessions.
Depending on the needs of the individual and the goals that are
set, these sessions can become pretty expensive.
ON JOB TRAINING- MENTORING
• Mentoring- The focus in this training is on the development of attitude. It is
used for managerial employees. Mentoring is always done by a senior with in
the organisation.
• Advantages –
• Ease of Acclimation
• An advantage of mentoring is that it helps to acclimate a new worker to the job
and organization. By having a "go to" person to ask questions, discuss scenarios
and generally learn the nuances of the company, the mentee can become a
productive member much more quickly and never feel that he has nowhere to
turn for help. If the mentor serves in a supervisory capacity or needs to depend
on the performance of the mentee to reach certain objectives, he can be sure the
mentee is trained properly.
ON JOB TRAINING- MENTORING
• Sense of Achievement
• The mentee can gain the sense of achievement that comes from
the mentor's feedback and assessment of his progress. The
mentee's quest to gain the mentor's approval can serve as a
motivating force to continue to improve his performance. The
mentor can gain satisfaction from knowing that she is helping an
individual and can take a measure of pride in her
accomplishments. For a mentor that has already achieved a great
deal of success, she can look at the process as a way of "giving
back."
ON JOB TRAINING- MENTORING
• Limitations -
• Mismatched Pair
• A possible disadvantage is that If the mentor-mentee relationship is forced, such as when a
supervisor assigns an experienced employee to tutor a new hire, it is possible that the two
may not hit it off, or that the mentor may feel he doesn't have the time to fulfill the role while
still carrying out his normal job duties. The strained relationship can be counterproductive
and even make the mentee feel he is not a welcome addition to the company. In that case,
finding another mentor may help everyone involved.
• Frustration
• Another possible disadvantage is that in some instances, the mentor may feel that the mentee
is not progressing quickly enough or doesn't seem able or willing to follow her direction,
leading to frustration. The mentee may also become frustrated if she feels that she is not
getting the guidance she needs. In either situation, it may be necessary for the mentee to find
a new mentor if practical before the situation erodes further.
ON JOB TRAINING- JOB ROTATION
• Job Rotation:It is the process of training employees by rotating them
through a series of related jobs. Rotation not only makes a person well
acquainted with different jobs, but it also alleviates boredom and allows to
develop rapport with a number of people.
• If you want your job rotation program to be successful, you need to do the
following:
• • Set goals: What do you hope to accomplish?
• • Create the job rotation program design: Which employees will rotate to
which positions?
• • Analyze the program: How are employees (and your business)
benefitting from this
ON JOB TRAINING- JOB ROTATION
• Advantages -
• 1. Eliminates boredom
• 2. Encourages development
• 3. Gives employees a break from strenuous job duties
• 4. Helps you identify where employees work best
• . Gives you a backup plan if an employee leaves
ON JOB TRAINING- JOB ROTATION
• Limitations-
• 1. Can be costly and time consuming
• 2. Could end up with disgruntled employees
• 3. It won’t fix all your problems
• 4. Might not be feasible for some industries
• 5.Your business could suffer
EXAMPLE OF JOB ROTATION
• Job rotation method has been using in the Indian banking sector
mainly by State bank group for the probationary officers for the
period of approximately 2 years to finally post them as assistant
bank manager. Under this method of training candidates are
placed in each and every job starts from clerical job, assistant,
cashier and managerial job for the purpose of knowing
importance in nature of every job before handling Asst bank
manager position.
ON JOB TRAINING
• Job Instructional Technique (JIT):-(a) prepares a trainee with an
overview of the job, its purpose, and the results desired, (b)
demonstrates the task or the skill to the trainee, (c) allows the
trainee to show the demonstration on his or her own, and (d)
follows up to provide feedback and help.
JOB INSTRUCTIONAL TECHNIQUE
Formalized, structured, and systematic
approach to OJT
 Incorporates the principles of behaviour
modelling
• Four steps:
1. Preparation
2. Instruction
3. Performance
4. Follow-up

© 2013 by Nelson Education Ltd. 22

JOB INSTRUCTIONAL TECHNIQUE
Step 1: Preparation
• Breaks down the job into small tasks, prepares
equipment and supplies, and allocates time to learn
each task
• Determine communication strategy and what trainee
already knows and nature of the tasks to be
performed
• Stages: 1) put trainee at ease
2) guarantee the learning
3) build interest and show personal advantage

© 2013 by Nelson Education Ltd. 23

JOB INSTRUCTIONAL TECHNIQUE
Step 2: Instruction

• Telling, showing, explaining, and demonstrating the

task
• Show trainee how to perform job
• Repeat and explain key points in detail
• Allow trainee to see whole job again
• Be patient/encourage questions

© 2013 by Nelson Education Ltd. 24

JOB INSTRUCTIONAL TECHNIQUE
Step 3: Performance

• Trainee performs task under guidance from

instructor who provides feedback and reinforcement
• Ask trainee to explain steps then perform less
difficult parts of job
• Allow trainee to perform entire job and reinforce
behaviour

25
JOB INSTRUCTIONAL TECHNIQUE
Step 4: Follow-up

• Trainer monitors performance and provides

feedback
• Gradually tapers off instruction as employee gains
confidence and skill

26
JOB INSTRUCTIONAL TECHNIQUE
Tips for Trainers

• Should not be managed differently from other types

of training
• Should be integrated with other training methods
• Ownership must be maintained
• Trainers must be properly chosen and trained
– SME may need train-the-trainer program

27
JOB INSTRUCTIONAL TECHNIQUE
• Advantages of Job Instruction technique
– Employee Safety
– Increased Productivity
– Cost Effective
– Meeting Standards
ON JOB TRAINING- APPRENTICESHIP
• Apprenticeship: The object of such training is to make the
trainees all-round craftsmen. It is an expensive method of
training.
ADVANTAGES
• Apprenticeships are structured training programmes which give you a chance to work
(literally) towards a qualification. They help you gain the skills and knowledge you need to
succeed in your chosen industry.
• Getting into employment earlier means there’s lots of potential for you to progress in your
career quickly. You can also begin to earn a good salary much earlier on in your life. 
• Apprenticeships give you fantastic experience in the working world and show employers
that you can ‘hit the ground running’. Hands-on training gives you a real chance to put your
skills into practice and helps you to gain more confidence in a working environment. 
• You earn while you learn. That’s right! No student loans, no tuition fees, and, hopefully, no
debt. You’ll be paid a salary by your employer, and the government tends to cover the cost of
the training for most young people. 
• Choice. There are over 400 different types of apprenticeships. So whether you’re hankering
after a career in business, sport, marketing or construction, there’s something for everyone. 
• Apprenticeships offer a varied learning experience. You won’t have to spend all of your days
studying; most of the time you’ll be working at a company.
DISADVANTAGES
• Your starting salary might be much lower than that of a graduate.
• Can’t gain access to certain careers through an apprenticeship
route.
• Gaining higher qualification through an apprenticeship, takes
much longer and the range of courses available to study might be
more limited.
EXAMPLE OF APPRENTICESHIP TRAINING
• For example, TISCO, TELCO and BHEL select the candidates from
polytechnics, engineering colleges and management institutions
and provide apprenticeship training. Apprenticeship training
programmes are jointly sponsored by colleges, universities and
industrial organisations to provide the opportunity to the
students to gain real-life experience as well as employment.
Exhibit presents the benefits of apprenticeship training. 
INTERNSHIP 
• Internship is one of the on-the-job training methods. Individuals
entering industry in skilled trades like machinist, electrician and
laboratory technician are provided with thorough instruction
though theoretical and practical aspects. Most of the Universities
and Colleges encourage students for internship as part of the
curriculum as it is beneficial to all concerned. 
ON JOB TRAINING
• Under study: The subordinate learns through experience and
observation by participating in handling day to day problems.
Basic purpose is to prepare subordinate for assuming the full
responsibilities and duties.
OFF THE JOB TRAINING
• Off the job training is conducted away from the work situation
and therefore is more often than not simulated . In some plant off
the job training area is set aside with in the plant for the purpose
of training operation.

• Example – Star buck coffee college was a part of start bucks staff
training in UK.
OFF-THE-JOB TRAINING-ADVANTAGES
• Training is done by specialists so usually of a higher quality
• Employees meet people from other organisations and they can
exchange ideas
• Employees may be introduced to new equipment
• Employees can attend evening classes which means they do not
miss their work and this reduces the cost of training to the firm
OFF-THE-JOB TRAINING-DISADVANTAGES
• This training can be very expensive
• Employees may learn new skills on equipment that the business
doesn't have
1. Lectures and
Conferences
2. Vestibule Training OFF-THE-JOB TRAINING
METHODS.
3. Simulation Exercises
4. Sensitivity Training
5. Transactional
Training
OFF-THE-JOB TRAINING METHODS- LECTURE
• 1. Lectures and Conferences: Lectures and conferences are the traditional and
direct method of instruction. Every training programme starts with lecture and
conference.
• Advantages
• * Effective lecturers can communicate the intrinsic interest of a subject through
their enthusiasm.
* Lectures can be specifically organized to meet the needs of particular audiences.
* Lectures can present large amounts of information.
* Lectures can be presented to large audiences.
* Lecturers can model how professionals work through disciplinary questions or
problems.
* Lectures allow the instructor maximum control of the learning experience.
* Lectures present little risk for students.
* Lectures appeal to those who learn by listening.
OFF-THE-JOB TRAINING METHODS- LECTURE
• Disadvantages
• * Lectures fail to provide instructors with feedback about the extent of student learning.
* In lectures, students are often passive because there is no mechanism to ensure that
they are intellectually engaged with the material.
* Students' attention wanes quickly after fifteen to twenty-five minutes.
* Information tends to be forgotten quickly when students are passive.
* Lectures presume that all students learn at the same pace and are at the same level of
understanding.
* Lectures are not suited for teaching higher orders of thinking such as application,
analysis, synthesis, or evaluation; for teaching motor skills, or for influencing attitudes or
values.
* Lectures are not well suited for teaching complex, abstract material.
* Lectures requires effective speakers.
* Lectures emphasize learning by listening, which is a disadvantage for students who have
other learning styles.
OFF-THE-JOB TRAINING METHODS- VESTIBULE
TRAINING
• Vestibule Training: In vestibule training, the workers are trained in a
prototype environment on specific jobs in a special part of the plant.
• Merits of Vestibule training –
• a. Trainees are less districted as the training is imparted in a separate
room.
• b. Effective utilization of a trained instructor is possible.
• c. Learners can learn correct methods that will not interrupt the
production.
• d. Trainees are given ample freedom to practice what they have learnt
since there is no constant supervision of the supervisors.
OFF-THE-JOB TRAINING METHODS- VESTIBULE
TRAINING
• Demerits:
• a. Since the responsibilities are distributed, it may lead to
organizational problems.
• b. It is not so economical, as an additional investment in
equipment is necessary.
• c. This method is of limited value for the jobs that utilize non
duplicate equipment.
• d. The training environment is mostly artificial. 
SIMULATION EXERCISES-
• 3. Simulation Exercises- Simulation is any artificial environment
exactly similar to the actual situation. There are four basic
simulation techniques used for imparting training: (a)
management games (b) case study (c) role playing (d) in-basket
training.
• (a) Management Games: Properly designed games help to
ingrain thinking habits, analytical, logical and reasoning
capabilities, importance of team work, time management, to
make decisions lacking complete information, communication
and leadership capabilities.
SIMULATION EXERCISES- MANAGEMENT GAMES
• Advantages-
• # Using games in the classroom lends itself to engaging the learners as well as creates an
environment of experiential learning.
• # The interaction in these games creates a better understanding for the learners in regards to
information, tools, materials, and even the other learners.
• # Creates an “Engaged Learning Design”
• #Analyzes the current movement toward using games and game design to enhance teaching
and learning .
• A game is a series of interesting choices, Choices promotes the following:  An engaged learner
 Critical thinking  Motivation to learn
• # Creates an environment that can analyze the perspective, narrative, and interactivity of the
learners amongst one another
• # Learners participating together in a game to promote their learning
SIMULATION EXERCISES- MANAGEMENT GAMES
• Limitations –
• Creates a series of developmental challenges for the learners.
• Game culture and play could be a disadvantage to the learner if
not designed correctly.
• Time consuming
• Trainees as well as trainer may be unfamiliar with the method .
SIMULATION EXERCISES- CASE STUDIES
• (b)Case studies: are examples which give an insight into the context of a problem
as well as illustrating the main point. Case Studies are trainee cantered activities
based on topics that demonstrate theoretical concepts in an applied setting.
• Procedure of case analysis –
– 1. Trainer presents the history of the situation in which a real or imaginary organization finds
itself to the trainee.
– . 2. Trainer asked trainees to respond to a set of questions or objectives through written or
oral form.
– 3. Once individuals (trainees) have arrived at their solutions, they discuss the diagnoses and
solutions that have been generated in small groups, large groups, or both.
– 4. Then, trainer evaluates the oral/written responses provided by the trainees. The trainer
should convey that there is no single right or wrong solution to the case, but many possible
solutions depending on the assumptions and interpretations made by the trainees.
SIMULATION EXERCISES- CASE STUDIES
• Value of the case approach
• i) Trainees' application of known concepts and principles
• ii)Discovery of new concept.
• Advantages
• 1.The most important advantage of using a case study is that it simplifies complex concepts.
• 2. Case studies expose the participants to real life situations which otherwise is difficult.
• 3. It truly helps in adding value to the Participants through discussion on concrete subjects.
4. It improves -analytical thinking, communication, developing tolerance for different views
on the same subject, ability to defend one’s own point of view with logic and enhances team
work of the participants making them efficient over time.
• 5. The many solutions which come out of the case act as ready reference when participants
face similar problems at work place.
SIMULATION EXERCISES- CASE STUDIES
• Disadvantages
• 1.It might be difficult to find an appropriate case study to suit to all subjects.
• 2. Case studies contain the study of observations and perception of one person. There are
chances that the person presenting the case study may completely present it in one manner
missing other aspects completely.
• 3. Managing time is a criterion in a training program. Case studies generally consume more
time when compared to other instruments. For shorter duration programs case studies
may not be the best medium.
• 4. Since there is no one right answer, the problem arises in validation of the solutions
because there are more than one way to look at things.
• 5. Its best suited to advanced training programs when compared to basic level training
programs and a certain level of maturity of participants is required as they have to
participate in the case discussion.
SIMULATION EXERCISES-ROLE PLAY
• (c) Role Playing: Role playing is an active learning technique in
which employees act out situations under the guidance of a
trainer. In each scenario, employees take on a role and act out
the scene as though it were real. For example, two people might
simulate a meeting between an employee and an angry customer.
The trainer and the other participants can then give feedback to
the role players. This training technique can be useful, but it also
has some drawbacks.
SIMULATION EXERCISES-ROLE PLAY
• Advantages
• It's Social and Communal
• Role playing is a social activity. Players interact within the scenarios they’re given, which encourages individuals
to come together to find solutions and to get to know how their colleagues think. Because role play training
sessions have this communal atmosphere, it’s not only the trainer who can give feedback. Employees can study
how their colleagues perform and provide tips or take notes.
• Prepares for Real Life
• In some cases, role playing can prepare groups for scenarios that occur in real life. Not only does this exercise
offer staff a glimpse of the situations they may encounter, but participants also receive feedback on how they’ve
performed. The group can discuss ways to potentially resolve the situation and participants leave with as much
information as possible, resulting in more efficient handling of similar real-life scenarios.
• Indicates Skill Level
• When an individual participates in a role-playing scenario, she is demonstrating the way that she would actually
handle a similar situation in real life. Role playing allows much of the hypothetical nature of training to be
removed, so that the leader of the session can see how staff react and can make notes on each employee’s level of
competence. Trainers can work with individuals on their particular weaknesses.
SIMULATION EXERCISES-ROLE PLAY
• Makes Some Uncomfortable
• Not everyone is comfortable with role-playing scenarios, and this can affect
performance. Some staff will feel intimidated by the idea of what they see as theatrics
and may be anxious about the training session if they know it contains a role-play
exercise. This can impede an individual’s confidence and contributions to such a
session.
• May Not Be Taken Seriously
• While some employees will be comfortable role playing, they’re less adept at getting
into the required mood needed to actually replicate a situation. Individuals may find
the whole experience funny or else be unable to pretend to be angry for example
when speaking to a co-worker they like. For others, the theatrics of role playing
become overwhelming, and the chance to learn is forgotten in favor of turning the
session into pure entertainment.
SIMULATION EXERCISES- IN BASKET TRAINING
• (d) In-basket training: In-basket exercise, also known as in-tray training,
consists of a set of business papers which may include e-mail SMSs, reports,
memos, and other items. Now the trainer is asked to prioritise the decisions to
be made immediately and the ones that can be delayed. In-basket is a
popularly used device in identifying executive potential in executive
assessment centres. It can also be utilized in teaching decision making skills.
• This technique focuses on:
* Building decision-making skills
* Assess and develops Knowledge, Skills and Attitudes (KSAs)
* Develops communication and interpersonal skills
* Develops procedural knowledge
* Develops strategic knowledge
These skills are mainly cognitive to a certain extent than behavioural. 
SIMULATION EXERCISES- IN BASKET TRAINING
• Procedures of in-basket technique:
• 1. Give the trainees a description of their role (a current or future job)
and general information about the situation.
• 2. Then give them a packet of materials (such as requests, complaints,
memos, messages, and reports) which make up the in-basket.
• 3. When the in-basket is completed, the trainer asks the trainee to
identify the processes used in responding to the information and to
discuss their appropriateness.
• 4. The trainer then give feedbacks to the trainee
SIMULATION EXERCISES- IN BASKET TRAINING
• Abilities can be developed encompass
• (1) Situational judgment in being able to recall details, establishes
priorities, interrelate items, and determine need for more information
• (2) Social sensitivity in exhibiting courtesy in written notes, scheduling
meetings with involved personnel, and explaining reasons for action taken
• (3) Willingness to make decision and act.
• In one variation, the trainee can place simulated phone calls for more
information. If he or she calls the correct person in the organization, more
written data on the issue will be provided. Group conference discussions on
separate individual handlings of the in basket can elicit further
developmental values.
SIMULATION EXERCISES- IN BASKET TRAINING
• Advantages of the in-basket technique:

* The in-basket technique is fairly easy to construct because its raw

materials are current problems and paperwork.
* The in-basket is a flexible instrument.
* When it is properly developed, effective utilization is to some
extent built in because the users are the experts.
* The same in-basket can be used to focus on the particular solutions
achieved, the method of attack, or the consequences of the actions. 
* The design of the in-basket permits concentration on limited
aspects or balanced coverage of a broad, complex problem.
SIMULATION EXERCISES- IN BASKET TRAINING
• Disadvantages of the in-basket technique:

* Although the construction is not particularly technical or

difficult, it is time consuming.
* The fact that the present supervisors establish the rating may
merely mean a pooling of mediocrity where the "best solution"
may not be the top rated one.
* Employers using the in-basket technique tend to be large
organisations which recruit a substantial number of employees.
OFF-THE-JOB TRAINING METHODS
• 4. Sensitivity Training: This training is about making people
understand about themselves and others reasonably, which is
done by developing in them social sensitivity and behavioural
flexibility.
• 5. Transactional Analysis: It provides trainees with a realistic
and useful method for analysing and understanding the behavior
of others.
OFF-THE-JOB TRAINING METHODS
• 6. Behaviour Modelling in the Workplace- Behaviour
modelling in the workplace, a component of social learning
theory, is the act of showing employees how to interact and
guide them through the process of imitating the modelled
behaviour. Behaviour modelling has practical applications for
daily work tasks as well as deeper applications for developing
company culture. Behaviour Modelling uses the innate
inclination for people to observe others to discover how to do
something new. It is more often used in combination with some
other techniques.
PROCEDURE OF BEHAVIOUR MODELLING TECHNIQUE

• In this method, some kind of process or behaviour is videotaped and then is watched by the
trainees. Games and simulation section is also included because once the trainees see the
videotape, they practice the behaviour through role plays or other kind of simulation techniques.
The trainee first observes the behaviour modelled in the video and then reproduces the
behaviour on the job. The skills that are required to build up are defined
• A brief overview of the theory is then provided to the trainers
• Then, trainees are given instructions that what specific learning points or critical behaviour they
have to watch
• Then the expert is used to model the suitable behaviours
• Then, the trainees are encouraged to practice the suitable behaviour in a role play or through any
other method of simulation
• Trainees are then provided with some opportunities to give reinforcement for appropriate
imitation of the model’s behaviour
• In the end, trainer ensures that trainees appropriately reinforces the behaviour on the work place
APPLICATION OF BEHAVIOURAL TRAINING
• Behaviour modelling focuses on developing behavioral and
interpersonal skills. This type of method can be used for training in

• Sales training
• Interviewee training
• Interviewer training
• Safety training
• Interpersonal skills training
BEHAVIOURAL TRAINING-ADVANTAGES
• Cost effective

Because this method utilises a demonstration of a skill the cost of resources can be minimal. 

Interactive

The method involves a trainer directed introduction, during which the learner witnesses a
demonstration but allows for the proportion of the session to be interactive, where by the
trainer can visit with each participant to evaluate their attempts at the skill and correct. 

Learner Directed

Similar to the interactive benefit, the majority of the training session focuses on the learner
attempting the skill. This allows for the learner to determine the course of the session as it
leaves a great deal of space for participation and questions. The learner gets the opportunity to
interact with their peers, collaborate and discuss their learning with the instructor. 
 BEHAVIOURAL TRAINING- LIMITATIONS
•
Loss of creativity

The method of training provides the learner with one model for 
which to perform a skill. This is effective for training a skill that has very rigid parameters like one might expect in a science or
math lesson however runs the risk of limiting free thinking and creativity in other areas. Rather than allowing the learner to
complete a task using their own creativity you limit the learner by allowing completion by following one set of prescribed tasks. 

Expertise

In order to achieve positive results in this method the trainer must have the technique perfected. The trainer has the opportunity
to teach the learner a skill by demonstrating it themselves so must be competent in the skill they are attempting to train to avoid
teaching it incorrectly. If the training is for a very specific skill the trainer may need to be outsourced to find an expert and this
becomes expensive. 

Simplicity
Modelling uses simplistic behaviour models. As training sessions are at times limited in time and resources it is often necessary
to perform a behaviour or skill in its simplest form. Learners may take this skill with a one size fits all approach and apply it to
any situation that seems applicable. The danger here is that the skill may not be adequate enough to cover the situation
effectively. 
BEHAVIOURAL TRAINING- LIMITATIONS
• Theory
Theory is skipped over with this technique as the primary purpose of the
learning theory is to display a skill and encourage trainees to replicate it.
Trainees do not see underlying theories and concepts as their focus is on
the action itself. 

Boring
This learning technique provides trainees with one primary method of
learning. The learning is repetitive as it encourages trainees to practice,
time and time again a skill that they have just been shown which is very
repetitive. In addition to this it appeals only to those learners who get
benefit from physically doing what they have just seen as a method for
learning. Many trainees may not learn using this technique.
OFF-THE-JOB TRAINING METHODS
• 7. Cross Cultural training- Cross cultural training refers to the training given to
employees related to the cultural differences between nations, the awareness of
which helps in running smooth business across the nations. Cross cultural
training is essential for doing business in present scenario involving multiple nations
and cultures.
• Types of Cross Cultural Training-
• a) General awareness training, which covers handling foreign clients, increasing the
awareness about foreign employees of the same company, facilitating negotiations
across the countries, managing and supervising staff belonging to different cultures
etc.
• b) Specific training related to particular a culture or nation. This is useful for the
people who frequently visits and interacts with that nation. The trainings mainly focus
on general beliefs, values, traditions, ethics and protocols of particular nation.
CROSS CULTURAL TRAINING- ESSENTIAL IN
STUDY OF CULTURE
• 1. Power distance: it is the degree of inequality which is considered as acceptable.
Examples of high power distant countries include Mexico, West Africa and Arab
Countries.
• 2. Uncertainty avoidance: It is the degree to which people like planned and
structured situations. In the countries with low uncertainty avoidance score, people
will be more easy going and also risk taking than the countries with high score.
• 3. Individualism: It is the extent to which people prefer to be independent than
being in groups.
• 4. Masculinity: it is possession of qualities, behaviours, attributes and roles
traditionally associated with men.
• 5. Long termism: it is the extent to which a country focuses on long term versus
short term. Great Britain and United States score low in this.
CROSS CULTURAL TRAINING -BENEFITS
• It helps people overcome bias and prejudice which could
potentially stop them making good decisions.
• It improves communication skills and softer skills such as
emotional intelligence.
• It increases trust between people as it helps break down
barriers.
• It increases sales by helping business people how to put their
best foot forward when entering a new market.
• It helps people get along and concentrate on more important
CASE STUDY ON DELL –TRAINING AND
DEVELOPMENT INITIATIVE
• Dell Learning was established to meet Dell`s needs pertaining to human resources.
Although training had always been an integral part of Dell, in 1995, it realized the need for
greater emphasis on ensuring the employees were sufficiently skilled to keep up with the
firm`s hyper growth. Dell Learning, following the expansion in 1995, was also assigned a
series of objectives:
• Bringing learning in line with Dell`s key business
• Making learning directly and openly available
• Creating a clarity around competencies required to maintain Dell’s hyper growth
• Providing consistency through a global curriculum
• Naturally, as a response to hyper growth, Dell had to structure three fourths of its training
program to target new employees, products and basic job skills. A centralized corporate
team was established for training development and administration. Training managers
were appointed to:
• The corporate group comprises six major elements:
• Corporate and Regional Operations – global education planning, financial management and
reporting, and process and infrastructure.
• Dell Learning Services – instructional design services and consulting.
• Dell Learning Technology Services – enables rapid distribution of new learning technologies.
• Education Services – handles event management, vendor management, registration,
facilities, and a wide range of administrative services.
• The New Product Training Group – provides core training materials for sales and
technological support.
• The Program Management Office – develops strategies and aligns them with global curricula
to support strategic initiatives. The specific areas of focus shift from year to year based on
business needs.

Case discussion- Identify the type of training

methods used by dell , Give your opinion about the
training methods.
CASE STUDY ON DELL –TRAINING AND
DEVELOPMENT INITIATIVE
• Develop business based educational plans
• Hold business leaders responsible for execution of plan
• Ensure that sufficient resources exist to execute the plan
• Report on the plan’s impact
• In addition to providing strategic direction, the corporate team includes fulfillment
teams that serve Dell’s different businesses on demand. One team produces learning
tools for training sales and technical audiences on Dell’s products and services. Another,
‘Education Services’, manages classrooms, registration, scheduling, tracking, and other
logistics. A third group consists of highly experienced instructional designers who
oversee development projects requested by the businesses. Essentially, the training
organization operates as a federation. There are three parts: Corporate Training,
Regional (HR) Training, and Regional (Non-HR) Training, held together by the senior
management team and a series of Dell Learning councils.
ASSIGNMENT 2
• Paste the cut outs of different training advertisements from
newspaper /magazine and discus the sector in which it can be
useful.
• Eg- Adv of data science – Sector where it can be used .