Manpower Training &

Development

Dr. Bhumika Rathore

 Introduction
 Training is the act of increasing the knowledge and skills
of employees in improving their performance.

 Need of training :
 To impart new skills and increasing knowledge
 To bring changes in the attitude of employees
 To improve performance, self growth
 It develops adaptability
Building an effective training program

ADDIE Model

Designing Evaluating Step 5

Analyzing Develop
Step 2 Implementing
Step 1 Step3
Step 4
 Step 1 : TNA (Training need
analysis)
 Assessing the gap between training of employees and training needs.
 It also identifies the gap between present and essential levels of knowledge , skills
and attitude.
 Three level analysis by McGhee & Thayer :
When a company is
Organizational level Strategic need analysis expanding into a
market, it would need to
fill new jobs.

Operational level Task analysis

Performance analysis
Individual level
Step 2 : Designing the training
program
 Setting learning objectives (measurable and feasible)
 Making a motivational learning atmosphere (both trainee &
trainer)
 Make the learning substantial (familiar examples)
 Make skills transfer obvious and easy (maximize the similarity
between training conditions & learning conditions)
 Reinforce the learning (by appreciation, applauding the efforts)
 Ensure transfer of learning to the job

During training the trainer must provide training

experiences & conditions that look like the actual
environment. So that they can not have the “reality
shock” once they join the job.
Step 3: Developing the program

 Designing the training content and materials of the program.

 Step 4 : Implementing the training

programs

On-the-job-
training
Off-the-job-
training
 On-the-job-training (OJT)
 Allowing the person to learn the job by doing it in real work situation. (learning by
doing)
 Learning under the guidance and supervision of the superior or instructor.

 Advantages:
 Adaptable method
 Cheaper method
 Time efficient

 Disadvantages:
 Requires clear communication, patience
 Can create doubts
 Likelihood of mishap and accident
 Methods of OJT
Employee is trained by an
experienced worker.
Coaching/ understudy method
Job rotation Cross training
To make employees Refresher
updated
training
Orientation Induction
training
Every process is succeeded by JIT (job instruction
feedback/follow up training)
Informal Performing a job while
training interacting everyday with
Something that is done or said to get Cross colleagues.
through the first difficulties in starting a
training
conversation/ discussions. Ice breaking
sessions
Where trainees are trained at the
workplace, but with duplicate
Vestibule
machinery & they are trained like off- training
the-job. So this is a middle path of on Apprenticeship For skilled workers
E.g. Machines
the job & off the job. training &electronics
 Off-the-job training
 The trainee is separated from the real job situation.

 Advantages:
 Helps in increasing the productivity
 Helps in minimizing the error
 Helps in avoiding the disturbance
 Economical method

 Disadvantages:
 Sometimes it is expensive
 Less effective
 Stagnates the production process
 Methods of off-the-job training

Conference
training
lecture
Some situations or events are
given to the employees, which
have already happened in some
s
Incident
other organisation. Then you are
expected to make judgements.
And, the group examines the
method
Case
rationale of this decision It can improve analytical
making.
study
Role
skills.
Also known as
psychodrama/ socio
drama. It helps them to
behave in a conflicting
playing
role.
 Step 5 : Evaluating training efforts

Kirkpatrick Brinkerhoff’
model s Model
Can be analysed by
questionnaire/ interview
• Reaction method. It is done by
• Learning By written comparing success
• Behavior test/ other to failures ,which
• Result activities. helps in identifying
To check if the what is to be
productivity is changed to ensure
increased or turnover success in future.
intention is reduced.

Comparison of most
successful & least
successful events.
Management
development
 Concept of Management development
 Development of management is an effort to improve the performance of
management by educating the administration, changing attitudes or
increasing skills.

 Features :

Education process

Behavioral
changes

Continuous
process

Self development
Difference between training & development

Training Development

Learning process Educational practice

Aims at improving the work Aims at preparing employees for future

performance challenge
To the lower level of employees To the higher level of employees

Short-term Long-term

It comes from the trainer It comes from within

Methods of management development

On –the-job method
Off-the-job
method
On-the-job method
Coaching,
brainstorming,
understudy, job
rotation
• Developed by McCormick
• Permanent advisory committee
Multiple management makes recommendations to higher
management
• Employee are allowed to work full-
time analyzing and solving problems
Action learning in other departments.

Special committee,
Succession planning
Off-the-job method
• Changing behavior through
Sensitivity training/T- unstructured group
training interaction
• Small group -10-12 people
Outside seminars, in-house
development centers,
executive coach, computer
based training
• Case study method
Simulation method • In-basket method
• Management games

Behavior modelling
 In basket method (by Kurt Lewin)

The workers are provided with data (fictional data/

fictional company)

Then trainee is given multiple papers (emails, policies,

that an actual manager handles)

So, this develops their judgements & decision making &

how to priorities the task.