TRAINING &

DEVELOPMENT

Dr. Rajul Bhardwaj

Dr Rajul Bhardwaj 2015

“GIVE A MAN A FISH, AND YOU HAVE GIVEN HIM
MEAL. TEACH MAN TO CATCH FISH, AND YOU
HAVE GIVEN HIM A LIVELIHOOD”
 Training is the act of increasing the
knowledge and skill of an employee for doing
a particular job.

 The term development has a broader

connotation, its aim being to improve the
overall personality of an individual

Dr Rajul Bhardwaj 2015

 DISTINCTIONS BETWEEN T & D
 T is meant for operatives. D is meant for
executives
 The aim of T is to develop some specific skill in
an individual. The aim of D is to develop the
total personality of the individual.
 T is a one shot affair. D is a continuous process.
 The initiative for training comes from
management. The initiative for development
comes from the individual himself.
 T is mostly a preparation to meet an individual’s
present needs. Development is a preparation to
meet his future needs.
Dr Rajul Bhardwaj 2015
 NEED FOR T & D
 The need for training in part depends upon
the company’s selection and promotion
policies.
 Companies that attempt to employ only
people who already have the needed skills,
place less emphasis on training.
 On the other hand, firms that stress
promotion from within may have to take
special steps to ensure that employees
develop the skills which will be needed.

Dr Rajul Bhardwaj 2015

 OBJECTIVES FOR T & D
 To train the employee in the company culture
pattern.
 To train the employee to increase his quantity
and quality of output. This may involve
improvement in work methods or skills
 To train the employee for promotion to higher
jobs.
 To train the bright but dronish employee in the
formation of his goals.
 To train the employee toward better job
adjustment and high morale.
 To reduce supervision, wastage and accidents
Dr Rajul Bhardwaj 2015
IDENTIFICATION OF TRAINING NEEDS
 Whether training is needed?
-standards of work performance not being met
-accidents, -excessive scrap, -frequent need for
equipment repair, -high rate of transfer and
turnover, -too many low ratings on employee
evaluation reports, -excessive fatigue, struggling
with the job, -bottlenecks and deadlines not being
met.
 Where training is needed? It depends upon
-Structure of the organization, -Objectives, -Human
resource and future plans, -culture milieu
 Which training is needed? –the conceptual skill,
-the human relations skill, -the technical skill
Dr Rajul Bhardwaj 2015
 TRAINING METHODS
 Training-on-the-job /Training within the
Industry or Capsule method
- Job Rotation,
-Apprenticeship,
-Vestibule school,
-Internship training

 General education programmes.

 Simulators and training aids.

Dr Rajul Bhardwaj 2015

MANAGEMENT DEVELOPMENT METHODS
 Methods which aim at improving the decision-
making skills of executives.
-Case study method
-Incident method
-In-basket method
-Management games
 Methods which aim at improving the inter-personal
skills of executives.
-Sensitivity training (unfreezing of the old values,
development of the new values, refreezing the new
ones)
-Role playing
-Transactional analysis
-The Johari Windows (Joseph luft & Harry Ingham)
Dr Rajul Bhardwaj 2015
 THE JOHARI WINDOWS

Known to self Not Known to self

Arena Blind
Known (e.g., name, age, family, (e.g., certain mannerisms
to job, Physical appearance about which the
etc.) individual does not know
others
but others know)

Closed Dark
Not (e.g., an individual may
Known hide his anger and not let
to others know about this)
others

Dr Rajul Bhardwaj 2015

There are two key ideas behind the tool:
 That you can build trust with others by
disclosing information about yourself.
 That, with the help of feedback from others,
you can learn about yourself and come to
terms with personal issues.

Dr Rajul Bhardwaj 2015

 Types of Training
3. TYPES OF TRAINING

1. Skills Training. 5. Creativity Training.

2. Retraining. 6. Literacy Training.
3. Cross-Functional. 7. Diversity Training.
4. Team Training. 8. Customer Service.

Dr Rajul Bhardwaj 2015

1. SKILLS TRAINING

Focus on job knowledge

and skill for:
 Instructing new hires.
 Overcoming
performance deficits of
the workforce.

Dr Rajul Bhardwaj 2015

2. RETRAINING
Maintaining worker knowledge and
skill as job requirements change due
to:
 Technological innovation
 Organizational restructuring

Dr Rajul Bhardwaj 2015

3. CROSS-FUNCTIONAL
TRAINING

Training employees to perform a

wider variety of tasks in order to
gain:
 Flexibility in work scheduling.
 Improved coordination.

Dr Rajul Bhardwaj 2015

4. TEAM TRAINING

Training self-directed teams

with regard to:
 Management skills.
 Coordination skills.
 Cross-functional skills.

Dr Rajul Bhardwaj 2015

5. CREATIVITY TRAINING
Using innovative learning
techniques to enhance
employee ability to spawn
new ideas and new
approaches.

Dr Rajul Bhardwaj 2015

6. LITERACY TRAINING

Improving basic skills of the workforce

such as mathematics, reading, writing,
and effective employee behaviors such
as punctuality, responsibility,
cooperation,etc.

Dr Rajul Bhardwaj 2015

7. DIVERSITY TRAINING

Instituting a variety of programs

to instill awareness, tolerance,
respect, and acceptance of
persons of different race,
gender, etc. and different
backgrounds.

Dr Rajul Bhardwaj 2015

8. CUSTOMER SERVICE TRAINING

Training to improve
communication, better
response to customer
needs, and ways to
enhance customer
satisfaction.

Dr Rajul Bhardwaj 2015

TRAINING METHODS

Classroom Video

Computer Assisted
Instruction

Simulation On-the-Job

Dr Rajul Bhardwaj 2015

 1. CLASSROOM INSTRUCTION
PROS
 Efficient dissemination
of large volume of
information.
 Effective in explaining
concepts, theories, and
principles.
 Provides opportunity for
discussion.
CONS
 Learner does not control
pace or content
 Does not consider
individual differences.
 Limited practice.
 Limited feedback.
 Limited transfer to job.

Dr Rajul Bhardwaj 2015

2. VIDEO AND FILM
PROS CONS

 Provides realism.  Does not consider individual

differences.
 Adds interest.
 Limited practice.
 Allows scheduling flexibility.  Limited feedback.
 Allows exposure to  Adds additional cost.
hazardous events.
 Allows distribution to due to:
multiple sites. * Script writers
* Production specialists
* Camera crews

Dr Rajul Bhardwaj 2015

3. COMPUTER ASSISTED INSTRUCTION
PROS CONS
 Efficient instruction.  Limited in presenting
 Considers individual theories and principles.
differences.  Limited discussion.
 Allows scheduling  Transfer depends on
flexibility. particular job. (Good for
 Allows active practice for computer work.)
some tasks.  High development cost
 Allows learner control. (40-60 hours per hour of
 Provides immediate instruction at approx Rs.
feedback to tasks. 10,000 per hour.)
Dr Rajul Bhardwaj 2015
5. SIMULATION
PROS CONS
 Provides realism.  Cannot cover all job aspects.
 Allows active practice.  Limited number of trainees.
 Provides immediate  Can be very expensive (for
feedback. example, “aircraft simulators”
and “virtual reality”
 Allows exposure to simulators).
hazardous events.
 High transfer to job.
 No job interference.
 Lowers trainee stress.

Dr Rajul Bhardwaj 2015

6. ON-THE-JOB TRAINING
PROS
 Provides realism.
 Allows active practice.
 Provides immediate
feedback.
 High motivation.
 High transfer to job.
 Lowers training cost.
Dr Rajul Bhardwaj 2015
CONS
 Disruptions to operations.
 May damage equipment.
 Inconsistent across
departments.
 Inadequate focus on underlying
principles.
 Lack of systematic feedback.
 Transfer of improper procedures.
 Trainee stress.
-Methods which aim at improving the executive’s
knowledge:- Conferences & Autonomy Training
THERE IS
NOTING
TRAINING
CAN NOT DO;
NOTHNG IS
ABOVE ITS
REACH;IT
CAN TURN
BAD MORALS
TO GOOD, IT
CAN
DESTROY
BAD
PRINCIPLES
and CREATE
GOOD ONES,
IT CAN LIFT
MEN TO
ANGELSHIP.
Dr Rajul Bhardwaj 2015