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Indian Society of Training and Development | Batch 67

Human Resource Development| Response Sheet 1

Nikhil Nangia | Reg No. - Page 1

Registration Number:

Name: Nikhil Nangia

Paper No.: 1 Human Resource Development

Response Sheet No. : 1

Question: 1

How do you identify training and development needs of an organisation?

Answer 3:

The first step of the process of training and development is identification of the organizational needs

for trained manpower, both present and future. Basically some questions can be used in this step.

a) What specifically must an employee learn in order to be more productive?

b) Where is training needed?

c) Who needs to be trained?

The productiveness of an employee is the important factor for the employer, because the income or

profit of the organization and employer is depends on the employees productiveness.

Begin by assessing the current status of the company; how it does, what it does best and the abilitiesof your employees to do these tasks. This analysis will provide some benchmarks against which the

effectiveness of a training program can be evaluated. The organization or an employer should know

where it wants to be in its long-range strategic plan and organizational need is a training program to

take the organization from current situation to developed upped step.

Secondly, consider whether the organization is financially committed to support the training efforts.

If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a companywide training

effort without concentrating resources where they are needed most. An internal audit will help

point out areas that may benefit from training. Also, a skills inventory can help determine the skillspossessed by the employees in general. This inventory will help the organization determine what

skills are available now and what skills are needed for future development.

In summary, the analysis should focus on the total organization and should identify where training is

needed and where it will work within the organization.

When the organization has a clear idea to where training is needed, concentrate on the content of

the program. Analyze the characteristics of the job based on its description, the written description

of what the employee actually does. Training based on job descriptions should go into detail about

how the job is performed base on a task-by-task. Actually doing the job will enable you to get a

better feel for what is done.


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Individual employees can be evaluated by comparing their current skill levels or performance to the

organization's performance standards or anticipated needs. Any discrepancy between actual and

anticipated skill levels identifies a training need.

All above details and descriptions will helps to find the gap between standard or expected

performances and the actual performances. In simply,

Training and development need= standard (expected) performance - actual performance

Question: 2

How do you design and conduct a specific training programme?

The design and implementation of training is done by the trainer, but it will also involve others such

as direct trainers, training institutions, departments and most importantly trainees. The design of

training is a vital part of the Systematic Approach to Training.

TRAINING DESIGN PROCESS

STEP 1: Awareness of need

The trainer is made aware of the potential need for some form of training in variety of ways.

STEP 2: Consult with client

Whenever the training function is informed of stated training need, other than when it is obtained

by the training manager who should have all details available. The first step is to go back to the client

for a diagnostic probing interview to obtain as many details as possible. Trainer can then interpret a

general statement of need and questions as exactly what, who, over what period is and is asked

until the trainer is satisfied that sufficient information is held to provide the training intended.

STEP 3: Specify symptoms

New requirement training the symptoms are that function X is required and therefore, the people

concerned do not have skills X. Training for existing functions, which are not performed effectively,

requires a diagnosis of the symptoms, which show what is going wrong.

STEP 4: Analyze training needs

Armed with the knowledge that there is training need for which the symptoms new or existing have

been determined; a final analysis of the training needs is undertaken. Required skill- Existing Skill =

Training Need

STEP 5: Define existing capabilities of proposed audience and define selection criteria-

The course content should meet the needs of a median participant and include material, which

would hopefully be of use to those participants above and below the median. Selection Criteria

keeps participants close to median to make material relevant to each participant.


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STEP 12: End of course validation and action planning-

The end of course validation must be linked to the objectives and related to the test etc, made at the

start of the event. In this way the extent and level of change can be assessed. The assessment can be

in the form of tests, observed actions, testing activities or realistic questionnaires.

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