Overview of Training in

Organisations
Concept of Organization
New competitive standards such as
•Variety of products demanded by consumers.
•Customization of products of services.
•Affordability of convenience by consumers.
•Shorter product cycle times affect affect organisational structures.
•Technical changes result in new work processes and procedures
 Definition of Organisation
1. Organisations are social units deliberately constructed and reconstructed to seek specific
goals.
2. An organisation has been established for the purpose of achieving certain goals.
 Different parts……
Environment
Organisations of all sizes, types, levels and areas.
Training and development for satisfaction.
Training constitutes an integral part of human resource management
  ORGANISATIONS ARE ORGANIC OR OPEN SYSTEM
Environment

System

INPUTS OUTPUTS
1. Raw materials TRANSFORMATION 1. Services and Products
2. Human Resources 1. Employee’s work activities 2. Financial Results
3. Capital 2. Management activities 3. Information
4. Technology 3. Technology and 4. Human Resources
5. Information 4. Operational methods

Feedback

Environment
ORGANIZATIONS OF ALL SIZES, ALL TYPES, AND ALL LEVELS AND AT ALL AREAS AS DEPICTED BELOW:

ALL SIZES OF ALL TYPES OF

ORGANIZATIONS ORGANIZATION
1. Small 1. Profit
2. Large 2. Non-profit

TRAINING AND
DEVELOPMENT IS NEEDED
IN..

ALL AREAS OF
ALL LEVELS OF ORGANIZATIONS
ORGANIZATIONS 1. Manufacturing
1. Bottoms 2. Marketing
2. Top 3. HR
4. Accounting
5. IT
3. TRAINING AND DEVELOPMENT for satisfaction

Training & Development

Improvement in

People, Process and Performance

Customer Shareholder Employee

Satisfaction Satisfaction Satisfaction
4. TRANING CONSTITUTUES AN INTERGRAL PART OF HUMAN RESOURCE MANAGEMENT AS DEPICTED BELOW:

Job Analysis

Assessment Selection Job Performance

Training Goals
1. Matching training to need Training
2. designing training programmes
3. Conducting training programmes
4. Measuring effectiveness
 Meaning
1. Training is important subsystem of HRD.
2. Training is short term process.
3. It refers to instruction is technical and mechanical operations.
4.It being narrowly focused.
Definition of Training
Dale S. Beach, “Training is the organized procedure by which people learn knowledge and skill
for a definite purpose.”
Edwin B. Flippo, “training is the organized procedure by which learn knowledge and skills of an
employee for doing a particular job.”
Training is systematic process through which an organization’s human resources gain knowledge
and develop skills by instruction and practical activities that result in improved corporate
performance.
Training Involves certain issues
1. Identification of training needs.

2. Identification and selection

3. Evaluation of the T and D

Common Contents of Training are

1. Improving basic work skills.

2. Closing gaps in skills and competencies.
3. Upgrading technological skills.
4. Improving group membership skills
5. Teaching leadership/ supervision skills
6. Enhancing self-management and self-directed learning skills
Meaning of Development
Development is a long term process.

It refers not to technical knowledge and skills

Definition of Development
Management development includes the processes by which managers and executives acquire
not only skills and competency in their present jobs but also capacities for future managerial
tasks.
Management development concerns the means by which a person cultivates those skills which
application will improve the efficiency and effectiveness with which the anticipated results of
particular organizational segments are achieved.
Management is more future oriented and concern with education than training.
Management development activity attempt to instill sound reasoning processes to enhance
one’s ability to understand and interpret knowledge.
It focuses personal growth, analytical skill, conceptual skill, and human potential.
Differences between Training, Education
& Development
Training is short term, task oriented and targeted on
achieving a change of attitude, skills and knowledge in
a specific area. It is usually job related.
Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
Development is a long term investment in human
resources.

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The Gap Concept

Expected Curve

1,000 Cars Gap

200 Cars
Performance Actual Curve
/Results 800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
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Training Needs
The reasons for not As training experts we must
making the 1,000 cars: analyze the situation to
Not enough resources determine if:
Expected result too high
Poor machines
Poor staff skills Target achievable
Is training the only way to
make it happen
Are there other factors.

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The ASK Concept
If we follow the GAP concept, training is simply a means to use
activities to fill the gaps of performance between the actual
results and the expected results.
This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge

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Purposes of Training
Induction.
Updating.
Preparing for future assignments.
Competency development and identification of training needs.
Simulation and game play.
Areas of Training
Knowledge.
Technical skills.
Social skills.
Techniques.
Distinctions between Training and
Development
Basic Training Development
Nature It focuses on Technical, It focuses on theoretical skills and
mechanical oriented operations conceptual ideas.
Relevance Mostly for non-managers For managers and executive
Goals Short term Long term
Focus Current jobs Future jobs
orientation Job oriented process & is in Is in general nature & strives to
vocational in nature inculcate initiative, enterprises,
creativity, dedication and loyalty
amongst executives.
Process One shot deal Continuous on-going process
Growth Opportunity It may result in enhancement of a It may result in personal growth
particular job skill and development of overall
personality.
Distinctions between Training and
Development
Classification 1. On-the job training
2. Off-the job training
Voluntary /Imposed Usually imposed
Relationship with career Staff members may have no clear
development perception of the relationship
between learning and career
development.
Evaluation Evaluation for training is
considered to be essential.
No such classification is possible
Generally voluntary
Here, the staff members have
experience and knowledge clear
direct relationship between self-
development and career success.
No evaluation for development is
possible.
Training vs. Education
Education refers to the process of imparting knowledge and building the character of individuals
in a formal setting. It is a process aimed at overall development and enabling the individuals for
developing right perspectives and channels for thinking. The term educated implies a certain
levels of transformation, which has already taken place as a result of the learning process. It is
more experienced in the approach and attitude towards things.
Training specific-content based; job oriented context based, and vocation oriented. Education is
imparted in formal institutions like schools and college, whereas training is usually company
specific and practice based.
Education aims at identifying the potentials; training improves upon them.
Role of Training
Increase in Efficiency
Increase in Morale of Employees
Better Human Relations
Reduced supervision
Increased organizational viability and Resilience
Introduction of new strategies and working methods in the organization
Advancement in Technology
Organisational Policy
Increases in Efficiency
Training increases skills for doing a job in a better way by enhancing competencies.
Through an employee can learn many things while he/she is on a job, can do much better if
he/she learns how best to do the job, this becomes more important especially in the context of
changing technology because the old method of working may no longer be relevant.
Increase in Morale of Employees
Moral is mental condition of an individual or group which determines the willingness to
cooperate and voluntarily give his best.
Training increases employee morale by upgrading their skills in line with their job requirements
Possession of skills necessary to perform a job well often tends to meet such human needs as
security, job satisfaction and need for self-satisfaction.
Trained employees can see the jobs in a more meaningful way because they are able to apply
newly acquired or enhanced skills to their jobs..
Better Human Relations
Growing complexity and high degree of specialization of jobs in a large organizations have led
to various human problems like alienation, depression, inter-personal and intergroup problems
Reduced Supervision
Train employee less supervision.
Need autonomy and freedom.
With reduced supervision, manager can increase his span of management
Increased organizational viability and
Resilience
Viability relates to an organizational viability & flexibility
Viability relates to an organization’s ability to tide over bad days, and
Resilience relates to its ability to sustain its effectiveness despite the loss of its key personnel
and making to do for the short-term adjustment with its existing personnel.
Adjustment is possible if the organisation has trained people who can smoothly move into the
positions vacated by key personnel
Introduction of New strategies and
Working Methods in the Organisation
In the world of intense competition, an organisation, whether engaged in business activities or
in social development is constantly striving to gain a competitive advantage.
It explores ways and means to increase its productivity, level of proficiency of the staff, or its
ability to provide more efficient and cost-effective services to its client
Types of Training
1. Skills Training
2. Refresher Training
3. Cross-functional Training
4. Team Training
5. Creativity Training
6. Breaking away
7. Delaying Judgement
8. Diversity Training
9. Literacy Training
 Features of Training
1. Training objectives are tied to organization’s business objectives and industry skills standards.
2. Training objectives are derived from and continuously aligned with the organisations overall performance
objectives and specific job requirements.
3. Training success is tied to the attainment of performance-based measurable learning objectives that are
linked to industry skill standards,
4. Programmes are developed with input from management, supervisors, and employees or their
representatives.
5. Training curricula, structure, and delivery methods are appropriate to the organization’s structure, work
processes task and materials.
6. Training addresses both occupational skill requirements and the academic or foundation knowledge, skills
and behaviour that underlie them.
7. Training supports from of work organization that emphasize broadening employee skills and empowering
employees.
Features of Training
9. Training activities are interactive and experiential, and include regular opportunities to
integrate the knowledge and skills learned into solving problems commonly encountered on the
job.
10. Training is delivered “just in time”
11. Training uses technology and materials that are comparable to those used on the job.
12. Training is tailored to trainee needs and learning styles.
13. Training structure allows employees to learn at their own place.
14. Training builds the learner’s ability to transfer his skills to different work settings.
15. Training builds employee understands that learning is an integral and ongoing component of
successful work performance.
 Need of Training
1. Entry of new recruits.
2. Promotion
3. To prevent skill obsolescence
4. To increase productivity
5. To improve quality
6. To meet organisational objectives
7. To improve organisational climate
8. To prevent accidents
9. To avoid boredom, monotony and fatigue.
10. To support personal growth and development