Chapter Three:

Training and
Development
 Training and Development
• Training and development refer to educational activities
within a company created to enhance the knowledge
and skills of employees while providing information and
instruction on how to better perform specific tasks.
• Training and development involves improving the
effectiveness of organizations and the individuals and
teams within them.
• Employee training and development implies a program
in which specific knowledge, skills and abilities are
imparted to the employees, with the aim of raising their
performance level, in their existing roles, as well as
providing them learning opportunities, to further their
growth.
 Objectives of Training and Development
• Individual Objectives – help employees in achieving
their personal goals, which in turn, enhances the
individual contribution to an organization.
• Functional Objectives – maintain the department’s
contribution at a level suitable to the organization’s
needs.
• Organizational Objectives – assist the organization with
its primary objective by bringing individual
effectiveness.
• Societal Objectives – ensure that an organization is
ethically and socially responsible to the needs and
challenges of the society.
 Benefits of Training and Development

• 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.
• 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.
• 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.
 Benefits……..
• Chances of promotion- Employees acquire skills and
efficiency during training. They become more eligible for
promotion. They become an asset for the organization.
• 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.
• Reduced employee turnover- Employees frequently
develop a greater sense of self-worth, dignity and well-
being as they become more valuable to the firm and to
society.
 Process of Training and Development

Step1: Conduct a Needs Assessment,

• which is necessary to identify whether training is needed.
• The techniques necessary for the data collection are
surveys, observations, interviews, and customer comment
cards.
• The objective in establishing a needs analysis is to find out
the answers to the following questions:
– “Why” is training needed?
– “What” type of training is needed?
– “When” is the training needed?
– “Where” is the training needed?
– “Who” needs the training? and “Who” will conduct the training?
– “How” will the training be performed?
 Step 2: Ensure the employees motivation and basic
skills necessary to master training content.
• This step establishes the development of current job
descriptions and standards and procedures.
• Job descriptions should be clear and concise and
may serve as a major training tool for the
identification of guidelines.
• Once the job description is completed, a complete
list of standards and procedures should be
established from each responsibility outlined in the
job description.
• This will standardize the necessary guidelines for any
future training.
Step 3: Create a learning environment that has
the features necessary for learning to occur.
• This step is responsible for the instruction and
delivery of the training program.
• Once you have designated your trainers, the
training technique must be decided.
• One-on-one training, on-the-job training, group
training, seminars, and workshops are the most
popular methods.
Step 4:Ensure that trainees apply the training
content to their jobs
• This step will determine how effective and profitable
your training program has been.
• Methods for evaluation are pre-and post- surveys of
customer comments cards, the establishment of a
cost/benefit analysis outlining your expenses and
returns, and an increase in customer satisfaction and
profits.
• The reason for an evaluation system is simple. The
evaluations of training programs are without a doubt the
most important step in the training process.
• It is this step that will indicate the effectiveness of both
the training as well as the trainer.
 Training Vs. Development
• Training is a short-term reactive process meant for operatives and
process while development is designed continuous pro-active
process meant for executives.
• In training employees' aim is to develop additional skills and in
development, it is to develop a total personality.
• In training, the initiative is taken by the management with the
objective of meeting the present need o fan employee.
• In development, initiative is taken by the individual with the
objective to meet the future need o fan employee.
• In training, the employees are imparted technical knowledge and
skills related to the particular job and stresses on improving the
abilities of each worker.
• In contrast, development is a sort of educational process which
focuses on the growth and maturity of the managerial personnel.
Comparison Chart
 Executive Development
• Executive development or management development is a
systematic process of growth and development by which the
managers develop their abilities to manage.
• So, it is the result of not only participation in formal courses
of instruction but also of actual job experience.
• Management development involves relating experience to
learning.
• The main aims of formal education for manager is to
increase his ability to learn from experience
• Executive Development consists of all the means by which
executives learn to improve their behavior and performance.
• Executive development is a planned effort to improve
current and future managerial performance.
 Characteristic of Executive Development
1. Development is a planned and organized process of learning
rather than a haphazard or trial and error approach.
2. It is an ongoing or never ending exercise rather than a ‘one
shot’ affair. It continues throughout an executive’s entire
professional career because there is no end to learning.
3. Executive development is a long term process as managerial
skills cannot be developed over night.
4. Executive Development is guided self-development. An
organization can provide opportunities for development of
its present and potential managers.
5. Executive Development aims at preparing managers for
better performance and helping them to realize their full
potential.
 Objectives of Executive Development:
• To overhaul the management machinery.
• To improve the performance of the mangers.
• To give the specialist an overall view of the
function of an organization and equip them to co-
ordinate each other’s efforts effectively.
• To identify persons with the required potential
and prepare them for senior positions.
• To increase morale of the members of the
management group.
 Objectives….
• To increase versatility of the management group.
• To keep the executives abreast with changes and
developments in their respective fields.
• To create the management succession which can
take over in case of contingencies.
• To improve thought process and analytical
ability.
• To broaden the outlook of the executive
regarding his role positional and responsibilities.
 Executive Development Objective at Different Levels
A. Top Management:
1. To improve analytical ability in order to uncover and
examine problems and take decisions in the best interests
of organization.
2. To broaden the outlook of the executive in regard to his
role, position and responsibilities in the organization and
outside.
3. To think through problems this may confront the
organization now or in future.
4. To understand economic, technical and institutional forces
in order to solve business problems.
5. To acquire knowledge about the problem of human
relations.
 B. Middle Management:
1. To establish a clear picture of executive functions and
responsibilities.
2. To bring about an awareness of the broad aspects of
management problem, and an acquaintance with, and
appreciation of, inter-departmental relations.
3. To develop the ability to analysis problems and to take
appropriate action.
4. To develop familiarly with the managerial uses of financial
accounting, psychology, business law and Business
Statistics.
5. To inculcate knowledge of human motivation and human
relationship.
6. To develop responsible leadership.
 C. Functional Level and Specialists:
1. To use knowledge of business functions and
operations in specific field in marketing, production,
finance and personnel.
2. To use proficiency in management techniques such as
work study, inventory control, operations research
and quality control.
3. To stimulate creative thinking in order to improve
methods and procedures.
4. To understand the functions performed in a company.
5. To understand industrial relations problem.
6. To develop the ability to analyses problem in one’s
area or functions.
 Importance of Executive Development:
1. The size and complexity of organization, both business
and non-business are increasing. Managers need to be
developed to handle the problems of giant and complex
organization in the face of increasing competition.
2. The rapid rate of Technological and Social change in
society requires training of managers so that they are
able to cope with these changes.
3. Executive Development is required to broaden the
outlook of managers.
4. Labor management relations are becoming increasingly
complex. Executives require new and better skills in
union negotiation, collective bargaining and grievance
redressal. Workers are better educated and more aware.
 Importance……
5. There is a noticeable shift from owner-managed
to professionally managed enterprises.
6. Executives need education and training to
understand and adjust to changes in socio-
economic forces. Changes in public policy,
concept of social justice, industrial democracy,
ecology (pollution) ergonomics cultural
anthropology are the main socio-economic
changes.
7. Management of public utilities, state enterprise,
and civic bodies is being professionalized in order
to improve operational efficiency.
 Methods and Techniques of Management
Development
• Management development is a planned, systematic
and continuous process of learning and growth
designed to induce behavioral change in individuals
by cultivating their mental abilities and inherent
qualities through the acquisition, understanding
and use of new knowledge, insights and skills as
they are needed for effective management.
• Management or executive development is a long-
term educational future-oriented process.
• Managers are the indispensable resources, the
priceless assets of an organization.
 Management Development….
• Managers generate creative ideas, translate
them into concrete action plans and produce
results.
• The outcomes of managerial actions are going to
be deep, profound and decisive.
• The methods and techniques of management
development can be studied under the following
heads:-
1. On the Job Methods
2. Off the Job Methods.
 A. On the Job Methods

On the job methods include the following:

i. Coaching: In this method, superior guides and
trains the subordinates or trainees as a coach.
• The coach guides the trainees, reviews their
performance time to time and suggests the
changes required.
• This method works well if the coach and trainee
are open with each other and there is an
effective communication between them.
• Trainees take interest if they are recognized for
improvement and rewarded for that.
 A. On the Job …
ii. Job Rotation:
• Job rotation is a process of horizontal movement that
widens the managers experience horizon beyond limited
confines of his own.
• Job rotation is a method in which a person is moved from
one job to another on some pre-planned basis.
• There is a rotation of jobs until the trainee acquires
knowledge about all related jobs.
• The purpose of job rotation is to increase knowledge,
skills, understanding of trainees about various jobs.
• Job rotation method is usually designed for junior
executives and it may take a period of six months to two
years for one rotation to complete.
 A. On the Job …
iii. Under Study
• In this method, one person is selected by supervisor and
trained like his descendant.
• He is prepared to assume full time responsibilities of
position presently held by supervisor.
• If the supervisor leaves the job or is on long absence due to
illness, retirement, promotion or death, etc., then that
trained person become available at the place of supervisor.
• Supervisor gets most of his work done from the trainee,
discusses problems with him and involves him in decision
making.
• Trainee is also allowed to attend discussions and meetings
as a representative of supervisor.
 A. On the Job …

iv. Multiple Management:

• In this method, a junior board of executives is made
to learn the skills of Board of Directors (BOD).
• Major problems are analyzed by junior board and
recommendations given to BOD.
• This is beneficial to junior board of executives as
they learn problem solving techniques and it
benefits BOD as they get the valuable opinions of
executives.
• Vacancies of BOD can be filled from junior board of
executives.
 A. On the Job …
v. Selected Readings:
• In this method, development is through reading.
• Fluctuations are an integral part of business
because business environment keeps changing.
• New and creative managerial techniques are also
innovated in such environment.
• Managers can get knowledge about the latest
developments in management world from
selected professional books, journals, magazines,
etc.
 A. On the Job …

vi. Committee’s Assignments:

• A committee is formed of trainee executives.
• In committee meetings, all participants
participate and discuss.
• The knowledge is increased by education.
• They also learn various methods of problem
solving.
• Communication skills also develop.
 A. On the Job …
vii. Project Assignments
• In this method, a group of workers is given a project work
related to their functional area.
• This group of workers is called as project team or task force.
Project team studies the work project problems and finds the
solution.
• In this process, trainees learn various procedures.
• For example, marketing officers may be given the task of
checking the accessibility of a market.
• In this process, they will learn about segmentation,
positioning and targeting also.
• They will learn about the relationship of marketing
department with other departments as well.
 B. Off the Job Methods:
In these methods, the development process is not
carried at job location but somewhere outside the job
area.
i. Case Studies:
• In this method, trainees are given a case in writing.
• Trainees are directed to analyze the problem, find
alternative courses of action, evaluate alternative
courses and select most appropriate solution.
• The trainer sees the solution and guides regarding it
and ensures that no relevant fact is missed.
 B. Off the Job ….
ii. Sensitivity Training:
• This training is conducted under controlled conditions,
so it is also known as Laboratory training.
• The purpose of this training is to make executives able
to understand how groups work, how people interpret
self and others.
• It aims at increasing tolerance level of individual also.
• The trainer in this training is usually a psychologist.
• The activities of training involve sitting of group
members around a table and discussing for long time.
• Sensitivity training brings a change in the behavior of
employees.
 B. Off the Job ….

iii. Role Playing

• In this method, trainees are given the roles which
they act on the stage.
• Role players act before the class.
• This is a realistic behavior of imaginary situations.
• Roles are given for situations like hiring, firing,
interviewing, grievance handling, disciplining a
worker, presentation to clients or customers etc.
 B. Off the Job ….
iv. Lectures
• Lectures are formally organized talks in which
instructor guides about specific topics.
• Lectures are an easy method for development when
number of trainees is large.
• It is cost effective and consumes less time.
• In lectures, various demonstrations, audio-visual aids
and discussions can be used for creation of interest
among listeners.
• This method is useful when the purpose is to teach
facts, concepts, principles, attitudes and problem
solving skills.
 B. Off the Job ….
v. Group Discussion:
• In this method, one topic of study is discussed
by members of a group.
• Through this discussion, knowledge and
communication skills of all group members
improve.
• The topic is summarized by the chairman of
group discussion.
 B. Off the Job ….

vi. In-Basket Exercise

• In this method, employees are given a basket or
tray or box containing papers and files which are
related to their functional area.
• The trainee has to study these files and give his
suggestions on the problem or situation.
• Suggestions of trainees are compared and
conclusions arrived at.
• A report is also made of these suggestions.
 B. Off the Job ….
vii. Management Games:
• Management or business games represent the real life
situations of business.
• Several teams of trainees are made who compete with each
other or against the environment to achieve the objectives.
• The teams represent the companies, they solve their
problems, take the decisions to achieve the maximum
hypothetical profits. The game is continued for 6-12 periods.
In the end, final results of all teams are found and compared
with each other.
• Management games train the trainees regarding
communication skills, problem solving techniques, dispute
handling skills, leadership qualities, etc.
 Succession & Career Planning
• Succession planning is having in place measures
to identify and develop potential successors for
key or strategic posts in an organization.
• It is different from replacement planning which
grades employees on the basis of their past
performance.
• Succession planning nurtures future talent to
lead the organization.
 Succession …
• Career planning, on the other hand, is done for
all positions in the organization. However, both
succession and career planning are an integral
part of career management policy.
• Succession and career planning is the process of
identifying, nurturing, developing, and training
new leaders for future requirements or
replacement of the existing leaders to continue
the trend of dependable leadership in the
organization.
 Stages of Succession and Career Planning
1. Identify the Critical Position − Organization should always
keep a watch on:
• What are the key elements or contributors to their business?
• How to motivate and retain talent?
• What will be the next step if the main contributors leave the
organization due to any reason?
• Who are the specialized people to perform the critical role?
2. Analysis − This stage tells about the requirements to fill with
a fit successor.
• What are the gaps?
• What are the internal and external sources to fill the gaps?
• what will be the strategy?
• What will be the competencies required?
 Stages….
3. Development of Succession and Career Plan − It is
also called as backup plan to streamline the function
of the organization.
It identifies the requirements and outlines a strategy to fill
the gap and make sure that functions are being performed
well.
4. Evaluate, Monitor, and Observe − This is the process
of evaluation.
It involves constant monitoring, even after the gap or
requirement is fulfilled.
Performance is observed to find out if any changes are
required. In case if any changes are required, quick action
is taken.
 Features of Career Planning
• Career planning is a continuing process
• It helps you grow and expand the required skills
and abilities that match various career roles.
• It builds up work-related activities stronger at
work.
• Career planning clarifies you regarding life,
career, and interests.
• Guides you in your professional front, as they
directly relate to career goals.
 Objectives of Career Planning:
• It helps you find the special characteristics of the
employees.
• Understand each employee’s uniqueness and
specialty.
• Give respect to employee’s feelings
• Always try to attract a talented workforce to the
company.
• Train employees well towards team-building skills.
• Develop better ways to manage emotions,
conflicts, and stress at work.
 Benefits of Career Planning
a. Career opportunities:
• An individual should start career planning right from
childhood. Nowadays lie has become more competitive and
complex.
• So there are quite lots of struggles waiting in the future.
• An individual should learn to baffle so as to select the right
profession.
B. Efficient career planning:
• It ensures the availability of people with efficient skills and
highly talented employees.
• Here the organization concentrates more on promoting
dataset resources. The employees are allowed to face the
dangers which are full of competition
 Advantages….
C. Self-development:
• People who have robust health are dependent on the sense of
strict discipline and even it matters when the guidance of the
mission occurs.
• It has almost severe mental makeup, training, knowledge on
aptitude, will-power and respective skills. It depends on each
profession that even may result in frustration and failure.
D. Job satisfaction:
• Job satisfaction has become a common issue among social
workers which determines mental stability, creative ideas, and
recreational facilities.
• It includes wealth, salary, necessities of basic living, working
conditions and realistic expectation. It becomes the cause of
anxiety, depression, and nervousness.
 Advantages….
E. Promotions:
• Promotions deals with the essential inducement of all the
changes that are related to extra values.
• Here one must try to accomplish and even quantify them. It is
listed by sorting the negotiations, threats and even the length of
time. It is managed within the course of actions by the
organization.
F. Personal growth:
• Personal growth is considered the biggest challenge in career
development.
• It deals with most personal cases such as depression, stress
management.
• It has to show the maturity that is endowed with a detailed
analysis of the growth of the organization.
 Advantages….
G. Loyalty towards work and towards the organization:
• It is gained when an employee has significant
aspiration or commitment towards work. It happens
with the sense of loyalty and even as the
management expects. It gradually changes the
globalization and harder to find.
• It becomes harder when the employee does not meet
the expectation of the organization. The global
environment is confronted as today’s loyalty of the
employee towards the respective organizations.
H. Achievements:
• It relates to the people striving for higher salaries.
 Advantages….
I. Job enrichment:
• It can be managed through self-driven supports. It has
additional responsibility for higher-level employees.
• It is important when the company has trusted resources
and even the employees with various natural tendencies.
J. Boost productivity and engagement:
• Improving employee engagement promotes good
opportunities and a variety of outcomes. It involves high
turnovers and high-level engagements.
• It compensates for the quality of work and business scoring.
• The defects that are spent has bottom quartile analysis and
lower scoring along with business lines. This is one of the
best advantages of planning.
 Advantages….
k. Positive branding:
• Personal branding helps career planning for large companies
and even the activities of a strong personal brand are held.
• To build up a career plan one has to mention that the strong
brands involved are defined as per the system that is followed
earlier. Here one can give straight advice to control the
business-related brands.
L. Rise in the motivational level:
• When the plan is designed and executed as per the
identification then one can find motivational level being
increased and even with the employee’s path to reach higher
and efficient orders. It also reduces employee turnover.
• It has an increased level of forecasting as to define succession
planning.
Replacement Vs. Succession
 Roadblocks to Succession and Career Planning
• Delay in planning
• Trusting the inheritor
• Being secretive about the plan
• Fearing your retirement years
• Not having a potential successor
• Assuming that a family member will take over
the business
• Dividing the business equally among partners
 Overcoming Roadblocks
• Invest the required time- An organization needs to
invest the required time in performance review as a
major part of succession and career planning. Lack of
time is a major roadblock to succession and career
planning.
• Create performance review system- employee
contribution becomes impossible to measure without
performance review system.
• Establish suitable organizational culture in succession
and career planning - It is also desirable to have a
suitable organizational culture to promote impartiality
and integrity in designing succession and career
planning in the organization.
Thank You!!