Training and Development Module 1

8/2/2019 Training and Development Module 1

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Unit-1

Definition, Concept and Phases of

Training


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DEFINITIONS:

Training is a set of activities that provides theopportunity to acquire and improve job-relatedskills.

(schermerhorn, Hunt and Osborn: 2004)

Training is a process of altering employeesbehavior and attitudes in a way that increases theprobability of goal attainment.

(Irwin: 2004)Training is a planned effort by a company toenable employees to learn job related

competencies.


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CONCEPT: TRAINING

It is a learning process that involves the

acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and

behaviors to enhance the performance ofemployees.

Training is usually a short term skill

development exercise meant for non-managerial employees either to learn a job or

overcome their deficiency in the performance

of the present job.


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It is a highly useful tool which can bring anemployee into a position where he can do his jobcorrectly , effectively and efficiently:

a) correctly in that he can apply whatever he has

been taught,

b) effectively, in that he may be in a position wherehe can perform to the expected standards,

c)efficiently, in that he may put their maximum effortat the right time.

Training is closely related with education anddevelopment but needs to be differentiated from

these terms.


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DIFFERENCE BETWEEN TRAINING, DEVELOPMENT

AND EDUCATION

TRAINING DEVELOPMENT EDUCATION

It is work or taskbased

Generalenhancement andgrowth of anindividual skillsand abilitiesthrough consciousand unconscious

learning

Deals with thehigher orderknowledge

It is job orientedand providesknowledge and

skills

It is personoriented andprepares for future

work demands

Providestheoretical andconceptual

framework


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DIFFERENCE BETWEEN TRAINING, DEVELOPMENT

AND EDUCATION

TRAINING DEVELOPMENT EDUCATION

Changes broughtabout are easilyobservable in ashort duration

Changes are notimmediatelyobservable andtake longerduration

Increases thevariability ofindividualdifferences.


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CONT

Training is delivered just in time.

Training uses technology and materials thatare comparable to those used on the job.

Trainees are provided regular, ongoingfeedback concerning their progress while inthe training programme.

Trainees are assessed at the completion oftraining to ascertain learning gains andoverall training performance.


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CONT

Training builds employees understandingthat learning is an integral and ongoingcomponent of successful work performance.

Training staff is highly skilled and welltrained.

Trainer is well versed in job performance

requirements and has industry basedexperience.

Evaluation is must to assure training quality.


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NEED/SIGNIFICANCE/RELEVANCE

Tell me and I forget, teachme and I remember, involve me and I

learn

-Benjamin Franklin


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NEED/SIGNIFICANCE/RELEVANCE

TTechnological Changes

RRequirements of the job

AAmplification of skills and competency I Internal Mobility

N Nurturing and retaining talent

I Improving organizational climateNNew environment

GGrowth of the individual and organization


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OBJECTIVES OF TRAINING

To achieve a change in the behavior of thosetrained.

To acquire new skills, technical knowledge,and problem solving ability.

To meet individual and organizational needs.

To reduce cost and wastage.

To lessen learning period.

To increase productivity.

To improve quality of work life.


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BENEFITS OF TRAINING

B: Behavioral changes, better productivity

E: Employee morale

N: New skillsE: Economical, establishes +ve org. climate

F: Fill future manpower needs

I: Improved performance T: Time of learning reduces

S: Safety, self confidence


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Optimum Utilization of Human Resources

Training helps in optimizing the utilization

of human resource that further helps theemployee to achieve the organizational

goals as well as their individual goals.Development of Human Resources Training helps to provide an opportunity

and broad structure for the development of

human resources technical and behavioralskills in an organization. It also helps theemployees in attaining personal growth


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CONT

Development of skills of employees Training helps in increasing the job

knowledge and skills of employees at each

level. It helps to expand the horizons of humanintellect and an overall personality of theemployees.

Quality Training and Development helps inimproving upon the quality of work and work-

life.


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CONT

Better use of resources: well trainedemployees make better use of machines andmaterials avoiding spoilage and wastage.

Reduced supervision: Trained employeesneed less guidance.

Greater flexibility: Trained employees aremore flexible and fit into changing businessenvironment.


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NEED AND TYPES OF TRAINING

New Environment: New employee is unawareabout the environment in the organization,therefore should be given training to make himfamiliar. (Induction /orientation)

Lack of Trained personnel: Workers with littleor no training requires training to perform therejobs efficiently. ( Job Training)

Advancement in Technology: RapidTechnological changes creates new jobsrequiring new skills. Training helps to provide

mastery in new methods and machines.


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CONT.

Faulty Methods: Some employees might have

picked up defective ways of doing work which mayresult in wastage and inefficiency. Training isrequired to remove these defects and to teachthem corrects and behavior patterns. (Remedialtraining).

Prevention of accidents: Trainings are imparted toprevent industrial accidents and promote safety

consciousness. ( Safety Training ). Career Development: when people working at

lower levels are promoted they are required toundergo training to perform higher level of jobs

which provides opportunities for


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EXAMPLE OF TRAINING

Reliance Industries Limited is one of the largestprivate sector companies in India with a 24,000strong workforce. This fortune 500 company haswon several awards for its training policies and

programmes. For example, in 2007, it won theGolden Peacock National Training Award, theAmerican Society for Training and Development(ASTD) Excellence in Practice Award and the

CNBC-TV18-instituted jobstreet.coms jobseekersEmployer of Choice Award. The company believesin people empowerment through five scalableapproaches-greater knowledge, opportunity,

responsibility, accountability and reward.


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Reliance Industries has spent almost a total of160,253 man-days over the years to train itsemployees. Its training objective is to groom peopleboth in the personal as well as professional

capabilities. The company believes in achievingcompetitive advantage through consistently efficienthuman capital. It has a wide range of variedcustomized training programmes to cater to the

specific needs of the assorted workforce and meetits strategic goals. For instance, it has severaltarget oriented training programmes for itsemployees like the ones for competency

development and soft skills learning.


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It also conducts 360 other programmes to meet thediverse skills needs of its employees. One suchunique training programme for new recruits is

called the Dronacharya Scheme. Under thisprogramme, senior personnel (Dronacharya) takecharge of two to three new employees (the Arjunas)and train them intensively for independent positions

in three to six months. Through its different trainingprogrammes, the company seeks to developcompetitive advantage through its human capital.


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The example of Reliance showcases thesignificance of training programmes in the

accomplishment of corporate goals.


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THERE IS NOTING TRAINING CAN NOT

DO; NOTHNG IS ABOVE ITS REACH;IT

CAN TURN BAD MORALS TO GOOD, IT

CAN DESTROY BAD PRINCIPLES andCREATE GOOD ONES, IT CAN LIFT MEN

TO ANGELSHIP.

Mark Twain


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TRAINING NEED ANALYSIS

Need Assessment is the first step in the

instructional design process , And if it is not properly conducted any one or

more of the following situation could occur;

i. Training program may have the wrongcontent, objectives or methods.

ii. Trainees may be sent to training programme

for which they do not have basic skills, pre-requisite skills or confidence needed to learn.


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CONT..

iii. Training will not deliver the expected

learning, behavior change or financialresults that the company expects.

Iv. Money will be spent on trainingprogrammes that are unnecessary becausethey are unrelated to the company's business

strategy.


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CAUSES AND OUTCOMES OF NEED ASSESSMENT

Organizational analysis

Personanalysis

Taskanalysis

What is the contextReasons for pressure

points.

Lack of basic skills

Poor performance

New technology

Customer request

New products

Higher performancestandards

New jobs

outcomes

What trainees need tolearn.

Who receives training

Type of training

Frequency of training.How training should beevaluated.

Who needs

training.

In what do theyneed training.


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WHO SHOULD PARTICIPATE IN NEED ASSESSMENT

Because goal of need assessment is todetermine whether a training need exists ,

who it exists for, and what task needed to betrained , it is important to include managers,trainers, and employees in the need

assessment .


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QUESTIONS THAT UPPER,MID LEVEL MANAGERS AND TRAINERS

ARE INTERESTED IN ANSWERING FOR ANALYSIS.

Upper level

managers

Mid level managers Trainers

Organizationalanalysis

Is training importantto achieve businessobjectives? How itsupports to our

business strategy?

How much budgetthey want to devoteon training.

DoI have the budgetto buy trainingservice? Willmanagers support

training? budget

Person analysis What functions orbusiness units needstraining?

who should betrained?Professional? Coreemployees?

How will I identifywhich employeeneed training?

Task analysis Does the companyhave the people withthe knowledge ,skills,and ability to

compete in themarket place

for what jobs cantraining make thebiggest difference inthe product quality or

customer service

What task should betrained? Whatknowledge. Skills,ability or other

characteristics arenecessary.


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METHODS USED IN NEED ASSESMENT

Observation

Questionnaires

Interviews

Focus Groups

Documentations


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THE NEED ASSESSMENT PROCESS

Organizationalanalysis

Personanalysis

Task analysis


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ORGANIZATIONAL ANALYSIS

o Involves identifying whether training supportsthe company's strategic decision

o Whether manager, peers, and employees

supports the training activity.o What training resources are available.


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PERSON ANALYSIS

Helps to identify employees who needtraining i.e. whether employees current

performance or expected performanceindicates a need for training. The need fortraining results from pressure points such asperformance problem, changes in job, use of

new technology etc..

PROCESS FOR ANALYZING THE FACTORS THAT


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PROCESS FOR ANALYZING THE FACTORS THAT

INFLUENCE PERFORMANCE AND LEARNING

Person characteristics: knowledge, skills, ability andattitude

Input: instruction that tells employees what when andhow to perform.

Output: job performance standard

Consequences: incentives to perform well

Feedback: information received while performing

Motivation to learn


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TASK ANALYSIS

Select the job or jobs to be analyzed. Develop a preliminary list of tasks performed

on job.

Once the tasks are identified , it is importantto identify knowledge, skills, abilitiesnecessary to perform each task.


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METHODS USED IN TRAINING NEEDSASSESSMENTIndividual Analysis

Performance appraisal

Work Sampling

Interviews

Questionnaires

Attitude surveyTraining progress

Rating scales

Observation of behaviour


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METHODS USED IN TRAINING NEEDSASSESSMENTGroup or Organisational Analysis

Organisational goal and objectives

Personnel/ Skill inventories

Organisational climate indices

Efficiency indices

Exist interviewsMBO or work planning systems

Quality circles

Customer survey/ satisfaction data


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IDENTIFYING SPECIFIC PROBLEMS

Such problems are: productivity, high costs, poormaterial control, poor quality, excessive scrapand waste, excessive labour-managementtroubles, excessive grievances, excessive

violation of rules of conduct, poor discipline, highemployee turnover and transfers, excessiveabsenteeism, accidents, excessive fatigue,fumbling, discouragement, struggling with the

job; standards of work performance not beingmet, bottlenecks in production, deadliness notbeing met, and delayed production.


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INTERVIEWING AND OBSERVING THE

PERSONNEL ON THE JOB

Interviewing personnel and direct questioningand observation of the employee by hissupervisors may also reveal training needs.


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PERFORMANCE APPRAISAL

An analysis of the past performance records ofthe perspective trainee and comparing his'actual performance ; the target performance

may provide clues to specific interpersonalskills that may need development.


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QUESTIONNAIRES

Questionnaires may be used for elicitingopinions of the employees on topics likecommunication, satisfaction, job

characteristics, their attitude towards workingconditions, pay, promotion policies etc.These will reveal much information about

where an employee's skills and knowledgeare deficient.


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CHECKLIST

The use of checklist is a useful supplementto interviews and observations. Through it,more reliable information can be obtained

and the data got are quantifiable. Thisfacilitates evaluating the trainingprogramme's effectiveness.


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MORALE AND ATTITUDE SURVEYS

An occasional personnel audit may beconducted to forecast future promotions, skillrequirements, and merit rating, to initiate

informal discussions and an examination ofrecords and statistics regarding personnel,production, cost, rejects and wastages. All

these generdlly reveal the potential problemsto be tackled through training programmes.


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Thank you

Documents

Training and Development Module 1