TRAINING & DEVELOPMENT

Concept of Training and Development

Training

The act of increasing the skills of an employee for doing a particular

job, and thus it’s a process of learning a sequence of programmed
behavior to do that particular job.

Development

It refers broadly to the nature and direction of change induced in

employees, through the process of training and educative process.
Training & Development: A Comparison
Training
 short term
 Technical in nature
 for a definite purpose
 Job centered

Development
 long term
 educational
 for general purpose
 Career Centered
THE TRAINING PROCESS
Analysing Training Needs

 Strategic training need analysis

 Current employees’ training needs analysis
 New employees: task analysis for analysing training
needs
TRAINING NEED IDENTIFICATION

 Specific Problem
 Anticipating Future Problems
 Management Requests
 On the job observations
 Performance Appraisals
 Questionnaire Survey
TRAINING METHODS
Choice of training methods influenced by
Designing a Training Program

 Setting learning objectives

 Constraints
 Creating a motivational learning environment
 Make the learning meaningful
 Make skills transfer obvious and easy
 Reinforce the learning
 Ensure transfer of learning to the job
• Developing the Program

Implementing the Training

Program:
Before, During, After
The Benefits of Training
 Gives the supervisor more time to manage, standardized
performance,
 less absenteeism,
 less turnover,
 reduced tension,
 consistency,
 lower costs,
 more customers,
 better service
 Gives the workers confidence to do their jobs
 boost morale
 job satisfaction,
 reduces injuries and accidents,
 gives them a chance to advance.
3. Types of Training
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.
1. SKILLS TRAINING
Focus on job knowledge and skill for:
 Instructing new hires.
 Overcoming performance deficits of the workforce.

2. Retraining
Maintaining worker knowledge and skill as job requirements change
due to:
 Technological innovation
 Organizational restructuring
3. Cross-Functional Training

Training employees to perform a wider variety of tasks in order to

gain:
 Flexibility in work scheduling.
 Improved coordination.

4. Team Training
Training self-directed teams with regard to:
 Management skills.
 Coordination skills.
 Cross-functional skills.
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5. Creativity Training

Using innovative learning techniques to enhance employee

ability to seed new ideas and new approaches.

6. Literacy Training
Improving basic skills of the workforce such as
mathematics,
reading,
writing, and
effective employee behaviors such as punctuality,
responsibility,
Cooperation etc.
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.

8. Customer Service Training

Training to improve communication, better response to

customer needs, and ways to enhance customer
satisfaction.
 Training methods

On-the-job Training Methods Off-the-Job Training Methods

1. Coaching 1. Lectures & Conferences
2. Mentoring 2. Vestibule Training
3. Job Rotation 3. Programmed Learning
4. Job Instruction Technique 4. Sensitivity Training
5. Apprenticeship 5. Programmed Learning
6. Understudy 6. Behavior Modeling
7. Informal learning (70/20/10) 7. Video Conferencing
8. Computer-Based Training
9. Online Training
10. Mobile and Micro Learning
BASIS FOR ON-THE-JOB TRAINING OFF-THE-JOB TRAINING
COMPARISON
Meaning On the job training refers to a When the employees are
form of training which is given training outside the
provided at the work place actual work location, such
during the performance of the a type of training is
actual job. termed as off the job
training.

Active

participation
BASIS FOR COMPARISONYes ON-THE-JOB TRAINING No
OFF-THE-JOB TRAINING
 MeaningOn the job training refers to a form of training which is provided at the work place during the
performance of the actual job. Approach Practical Theoretical
Location
 Active participation Workplace
Yes No Away from workplace

Principle Learning by performing Learning by acquiring


knowledge
LocationAt the workplace Away from the workplace
Work Disruption
Principle Learning by performing No, because
Learning trainees
by acquiring knowledge Yes, because first training
produce the products during is provided which is
learning. followed by a performance

Carried
 out
Workby
disruption Experienced
No, because employees
trainees produce the products during learning. Professionals
Yes, because first or experts
training is provided which is followed by a performance.
 Carried out by Experienced employees Professionals or experts.
 Cost Inexpensive Expensive
Suitable for Manufacturing firms Non-manufacturing firms
 Suitable for Manufacturing firms Non-manufacturing firms

Cost Less expensive More expensive

On-the-job training Methods

 Under these methods new or inexperienced employees learn

through observing peers or managers performing the job
and trying to imitate their behaviour.
 These methods do not cost much and are less disruptive as
employees are always on the job, training is given on the
same machines and experience would be on already
approved standards, and above all the trainee is learning
while earning.
Coaching

 Coaching is a one-to-one training.

 It helps in quickly identifying the weak areas and tries to
focus on them. It also offers the benefit of transferring theory
learning to practice.
Mentoring

 The focus in this training is on the development of

attitude.
 It is used for managerial employees.
 It is also one-to- one interaction, like coaching.
Job Rotation

 It is the process of training employees by rotating them

through a series of related jobs.
 Rotation not only makes a person well acquainted with
different jobs, but it also alleviates boredom and allows to
develop rapport with a number of people.
 Rotation must be logical.
Job Instructional Technique (JIT)

It is a Step by step (structured) on the job training method in which

a suitable trainer :

a) Prepares a trainee with an overview of the job, its purpose,

and the results desired,
b) Demonstrates the task or the skill to the trainee,
c) Allows the trainee to show the demonstration on his or her
own, and
d) Follows up to provide feedback and help.
Apprenticeship
 Apprenticeship is a system of training a new generation of
practitioners of a skill.
 This method of training is in trend in those trades, crafts and
technical fields in which a long period is required for gaining
proficiency. The trainees serve as apprentices to experts for
long periods. They have to work in direct association with
and also under the direct supervision of their superiors.
 The object of such training is to make the trainees all-round
craftsmen. It is an expensive method of training.
 The apprentices are paid remuneration according the
apprenticeship agreements.
Under Study

 In this method, a superior gives training to a subordinate as

his understudy like an assistant to a manager or director
(in a film).
 The subordinate learns through experience and observation by
participating in handling day to day problems.
 Basic purpose is to prepare subordinate for assuming the
full responsibilities and duties.
Off-the-job training methods

 Off-the-job training methods are conducted in separate

from the job environment, study material is supplied,
there is full concentration on learning rather than
performing, and there is freedom of expression.
Lectures and conferences

 Lectures and conferences are the traditional and direct

method of instruction. Every training programme starts
with lecture and conference.
 It’s a verbal presentation for a large audience.
 The speaker will have considerable depth in the subject.
 In the colleges and universities, lectures and seminars are the
most common methods used for training.
Vestibule Training

 Vestibule Training is a term for near-the-job training, as it

offers access to something new (learning).

 In vestibule training, the workers are trained in a prototype

environment on specific jobs in a special part of the plant.
 An attempt is made to create working condition similar to
the actual workshop conditions. After training workers in
such condition, the trained workers may be put on similar jobs
in the actual workshop.
Sensitivity training

 Sensitivity training is also known as laboratory or T-group

training.
 This training is about making people understand about
themselves and others reasonably, which is done by
developing in them social sensitivity and behavioural
flexibility.
 It is ability of an individual to sense what others feel and
think from their own point of view.
 It reveals information about his or her own personal qualities,
concerns, emotional issues, and things that he or she has in
common with other members of the group. It is the ability
to behave suitably in light of understanding.
EVALUATING TRAINING PROGRAMS
 Upskilling and Reskilling for the
digital workplace
 Upskilling: Upskilling refers to the process of
acquiring new knowledge and skills that can
improve an employee’s current job performance.
This can involve learning new tasks or acquiring
new technologies related to the worker’s
occupation.
 Reskilling: involves resetting an employee’s
knowledge and skills to perform at higher levels
or develop new abilities. It goes beyond acquiring
new skills and knowledge for existing jobs and
can include training employees for entirely new
roles, such as transitioning from a software
engineer to a sales representative or from an
administrative assistant to a remote bookkeeper.