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8/8/2019 Designing and Implementing Training Programme
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Designing & Implementing
Training
Programme
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2
Global Model of the Management Development Cycle
Needs
Assessment
1
Objective
Setting
2
Programme
Design
3
Evaluation &
Follow Up5
Programme
Implementation4
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Job Analysis
Trainee Analysis
TNA
Setting Training
Objectives
Designing Training
Sessions
Implementation
Evaluation
Training Needs
Assessment
Designing
Curriculum
Conducting Training Course
and Examine Results
System Approach to Training Programmes
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PARAMJIT SHARMA 5
Few DefinitionsFew Definitions
Job-One or more duties which requirethe services of one employee to perform
Duty-A significant segment of work performedin a job ,usually comprising several Tasks
Tasks-identifiable work activity which comprisesa logical & necessary steps in performance of a
duty
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PARAMJIT SHARMA 6
Few DefinitionsFew Definitions
Job Description- Organised, factual Statementof duties of a specific Job
Job Specification-Statement of Minimumacceptable Human Qualities necessary to
perform a job
Job Analysis-Process of studying andcollecting Information relating to the operations
and Responsibilities of a specific Job
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PARAMJIT SHARMA 7
Few DefinitionsFew Definitions
Responsibility-Ones ability to perform thefunctions assigned to the best of ones ability an accordance
with the directions Received
Authority-Right To Decide what should be doneand the right to do it or require someone else to do it
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PARAMJIT SHARMA9
The JobThe Job Holder
The Organisation
Three components
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PARAMJIT SHARMA10
The Job-defined
It must Have the following:
Responsibility
AuthorityList of Tasks
Resources
Relationship with otherjobs\positions
JOB
Relationship
Resources
List of Tasks
Authority
Responsibility
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PARAMJIT SHARMA11
Job Holder
Recruited and Placed on Job
Perform Job Related Tasks and duties
Contribute to Organizational Goals
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PARAMJIT SHARMA12
THE ORGANISATION
UNDERSTANDING ORGANISATIONAL
CULTUREVISION
MISSION
GOALS
HISTORY
MANAGEMENT PRACTICES
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PARAMJIT SHARMA13
JOBJOB
Holder ORG
Matching
Matching
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PARAMJIT SHARMA14
Job Description
Responsibility
Authority
Tasks\duties
Resources
Relationship
Knowledge
Skill
Attitudes
Physical Req
K& S
Experience
PersonalAttributes
Personal
situation
Job
Specification
Job Requirements
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PARAMJIT SHARMA15
Responsibility
AuthorityTasks
Resources
Relationship
Desired Level of
KSA
Existing Level of
KSA
KnowledgeSkill
Attitudes
COMPARE &
Identifying
GAPS
Job and Job Holder
Job Description Job Specification
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PARAMJIT SHARMA16
Existing level
Of
competence
Desired level of
competence
Gap
( Training)
Training Gaps
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PARAMJIT SHARMA17
KNOWLEDGE
ENVIRONMENT
ORGANISATION
TECHNI
CAL
SKILLSTECHNICAL
INTER-PERSONAL
CONCEPTUAL
ATTITUDES
SELF
SUPERVISORS
SUBORDINATES
COLLEAGUES
EFFICIENCY
ORGANISATION
..
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PARAMJIT SHARMA18
Awareness of facts
Environment- Govt Policies, Rules & Regulations,
Competitors, Demographic
OrganizationBye-Laws ,Structure, personnel Policies
Technical-Job, Accounting Standards, Display of Goods
KNOWLEDGE
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PARAMJIT SHARMA19
Ability to do something
Technicalability to perform technical tasks,B/Sheet,Drive Car, Training Trainers
Interpersonal- Skill in dealing ,Communicating, Motivating,Leading
Conceptual- Visualization of causes & Effect,Foresight & Insight, Mission, Vision
Skill
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PARAMJIT SHARMA20
How a person views ,evaluate, reacts/adjusts to
events, persons, activities
Predisposition towards Self, Organization,
Superiors, Work, Time People, Life
ATTITUDES
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PARAMJIT SHARMA21
TRAINEE NEED ANALYSIS
TASKS KNOWLEDGE/
SKILL
To write cash book 04
To write ledgers 04
To prepare TB 03
To prepare PL/BS 03
To propose dist. Of 01
surplus
RESPONSIBILITY
Maintenance
ofProper
books of
Accounts &
prepareAnnual
statements
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Designing Training Programme
Setting Training Objectives
&
Training Sessions
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Training Objectives 6 basic questions
1 Why identify training Objectives?
2 What are training Objectives ?3 What are the Parts of Training Objectives ?
4 What are the classes of Training Objectives ?
5 What is the hierarchy of Learning ?
6 How are objectives appraised ?
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Why identify training Objectives ?
Objectives give Directions totraining efforts
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Why identify training Objectives ?
If you are not certain of where
You are going.
You may very well end up..
Somewhere else
And not even know it.
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Why identify training Objectives ?
Therefore, objectives are important indetermining a training environment
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Training Objectives help in
Selecting training methods
Creating a learning Situation to meet obj.
Assuring proper evaluation
Understanding training expectations
Guiding trainees-trainers
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What are Training Objectives ?
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What are Training Objectives - example
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3 What are the Parts of an Objective ?
Conditions
Performance
Criterion
1
23
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Performance
An objective includes what the trainee will be able to
do at the end of training. The performance must beobservable ormeasurable
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Performance
Objectives are made measurable with use ofoperative verbs..assemble, find, analyze, design
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Performance
Words open to many interpretations like to know, to
understand, to appreciate..should not be used as
Operative verbs
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Conditions
When relevant, specify conditions under which thePerformance is to be measured. Conditions refers to
the resources ( Books, tools, equipments, materials,)
a trainee will be allowed to use
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Conditions-- examples
Without Electronic Test Equipment-
Diagnose and correct a malfunctioning
engine
There will be an open book test on21st September 2010 in marketing
from Philip Kotlers book on
Marketing
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Criteria
Standards are best based on requirements ofthe workplace i.e. level ofskill required for a
specific job is a realistic standard.
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Criteria---examples
QuantitativeThe trainees will apply two
coats of Luster paints
QualitativeThe trainees will measure
a work piece within .01mmusing a micrometer
Combination
The trainees will apply
2 coats of Luster piants
using Asian Paints
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What are the classes of Objectives ?
Objectives are to be written for each type ofDomain.Many a times the objectives get mixed up
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Cognitive Objectives- example
Given an operational model of four cycle engine,
the students will demonstrate knowledge of itsoperation by correctly pointing to and describing
the function of each part as the model is related
through its four cycles
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Affective Objectives- example
Upon completion of training, the trainees willarrive on this job at the appointed hour for a
Period of six months as verified by the time
keeper or biometric machine
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Psychomotor Objectives- example
Given a piece of stock, working drawings, tools andlathe, the trainees will turn the piece to within or more
or less than.001 of an inch of specification
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4 What is the Hierarchy of Learning ?
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4 What is the Hierarchy of Learning ?
Cognitive Learning
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4 What is the Hierarchy of Learning ?
Cognitive Learning
The levels are based
on a movement
from simple to
complex mental
( Knowledge)
performance
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4 What is the Hierarchy of Learning ?
Affective Learning
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4 What is the Hierarchy of Learning ?
Cognitive Learning
Degree to which an
attitude or value has
Been internalized
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4 What is the Hierarchy of Learning ?
Psychomotor Learning
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4 What is the Hierarchy of Learning ?
Cognitive Learning
Development of
coordination is
Characterized by
Levels of psychomotor
learning
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Cognitive Learning
Affective Learning
Psychomotor Learning
Lower
Level
Cognitive Learning
Affective Learning
Psychomotor Learning
Higher
Level
Designing Training Programmes
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6 How are training objectives Appraised?
Step-1
Does the objectiveFulfill a training need?
Step-2Does each objective
Include essential elements?
Step-3
Do training programmeObjectives cover an
Appropriate range of KSA?
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PARAMJIT SHARMA
Designing Training Sessions
Deciding the Title of the ProgrammeDeciding the Heading/Topic for the Session
No of Sessions required to cover the Topic
Deciding the learning Objectives of sessions
Determining the learningMethodsPreparing plan for sessions
Preparing/Adapting/Choosing supportive materials
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PARAMJIT SHARMA 55
IMPLEMENTATION
Programme announcement
Mailing Announcement
Scrutinizing the Nomination ReceivedFollow Up
Selection Of the Trainees
Preparing Time Table
Allocating Sessions to Trainers
Arranging Class Rooms & Hostel facilities
Conducting the Programme
Organising Programmes
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PARAMJIT SHARMA 56
EvaluationEvaluation
Reactions of the trainees
Effectiveness of Various inputsTrainers
Programme DesignsDuration
Venue
Physical Facilities
Actual Conduct of the ProgrammeMethods & materials
Coverage of Topics
Sequencing of Topics
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