Chapter 6

Training &
Development

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 The concept of training.
The benefits of training.

Preview A systematic approach to training.

Examples of learning principles.
The role of computers in training.
 Understanding the development progra,.

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 What is Training is the attempt by an organization
to change employees through the learning
Training? process so that they are able to perform
their jobs as efficiently as possible.

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 Change
The Attitudes A

ASK Develop
Skills
S

Model
Increase K
Knowledge

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 The Government

Training is The Training

Training
Vendors
a Learning Department

Partnershi Employees Employers Consultants

p Heads of
Department
Educational
Institutions

The Organization

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 What
Happens to a Margaret Anne Reid (2004) and
her co-authors in Human Resource
Company Development point out that the
Which Does following costs will be incurred if
Not Train its an employer does not train his
Employees? employees.

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 What  Payment to employees when
Happens to a learning on the job, which may
Company take longer if it is not properly
planned for.
Which Does
Not Train its  Costs of wasted materials, sales
and customers lost because of
Employees? mistakes made by untrained
(cont.) employees.

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 What Management time cost taken to
Happens to a undo the mistakes made by the
Company untrained employees.
Which Does Lowered morale, leading to
Not Train its higher turnover, among team
Employees? members who are demotivated
by working with an untrained
(cont.) employee.

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 What Accident-related costs; it is well-
documented that untrained
Happens to a workers tend to have more
Company accidents.
Which Does Higher turnover leading to
Not Train its recruitment costs because
Employees? employees feel they have no
(cont.) prospects of further
development.

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 Training opportunities attract and help
to retain talented workers
Benefits Training increases worker productivity

of Training increases workers’ job

satisfaction
Training Training keeps workers up-to-date

Training helps to motivate workers

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 A learning organization is one which is
permeated with a culture, whereby all
Learning employees continuously attempt to
increase their knowledge and skills on a
Organizatio cooperative basis.
ns The organization takes proactive steps
to retain this knowledge within the
organization.

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 Identify training needs

The Set training objectives

Training Develop the training programme

Process Implement the programme

Evaluate the programme

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What is a A training need is a problem
which prevents work being
Training done satisfactorily and which
Need? can be overcome by
TRAINING.

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 Training Needs Analysis (TNA) identifies:
Training Who needs training?
Needs What skills or knowledge do the
Analysis employees need? Do their attitudes
need changing?

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 Levels of Analysis
Organizational Level
Training Organizational culture
Needs Quality and productivity schemes

Analysis Operations Level

Job analysis
(cont.) Individual Level
Evaluating individual performance
against standards

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 Sources of Information
Training Job descriptions
Needs Heads of departments
Analysis Employees

(cont.) Organizational records

Performance review documents

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Training Situations
New employees
Needs Promotion and transfer
Analysis New machinery

(cont.) New procedures and policies

New products or services

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 Problems suggesting a training need
Training include:
Needs  Falling output
Analysis  Rising error, scrap, waste, mistakes
 Increasing time taken to complete work
(cont.)  Increasing accident rate
 Increasing customer complaints

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 A well-written training objective includes
a statement on:
Training Terminal behaviour required of the
trainee
Objectives Standards of performance
Conditions for performance

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 Factors to Consider
Developing Venue
Trainer
Training Duration
Programme Budget

s Individual or group
Methodology
Logistics

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 On-the-job?

Training or
Venue
Off-the-job?

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 Step
Step1:
1:Break
Breakdown
downthe
thejob
jobinto
intoits
itsseparate
separateparts
parts
Job Step 2: Give an overview of the job
Instruction Step
Step3:
3:Demonstrate
Demonstrateaapart
partof
ofthe
thejob
jobfor
forthe
thetrainee
trainee
al Training/ Step 4: Let the trainee try to do what has been
On-the-job demonstrated

Training Step
Step5:
5:Correct
Correctany
anymistakes
mistakesmade
made

Step 6: Let the trainee practise

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  Lecture
 Handouts
 Audio-visual aids
 Computer-aided learning/e-learning
Training  Role-playing

Methods  Case studies

 Simulation
 Coaching
 Apprenticeship

 Projects/Special assignments

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 Which Methods to Use?
Training
Methods A, S or K?
Active or Passive?
(cont.) Cost and facilities?

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 The learner must want to learn
Active learning is more effective
Learning than passive learning
Principles Feedback or knowledge of results
is essential
Learning is faster in teams

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 Reaction: How do trainees feel about the
The programme?

Kirkpatric Learning: What have the trainees learned?

k Model of Behaviour: What on-the-job changes in

Evaluation behaviour have taken place?

Results: Have cost reductions resulted?

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 E-learning allows learners
to learn at the speed
which suits them best.
E- E-learning allows for savings
Learning on logistics costs.
E-learning allows employees to learn at
times which suits them best.

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DEVELOPMENT CONCEPT

DISCUSSION
1. What is your understanding about Development Program
2. What is the different between training & development
3. What is the purpose of the development program
4. List the example of development program that can be
implemented in the organizations.

Q&A
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rved.