Training & development Introduction

CHAPTER I

INTRODCTION OF TRAINING AND DEVELOPMENT

HUMAN resource DEVELOPMENT

STUDY OF TRAINING AND DEVELOPMENT

INTRODCTION OF TRAINING AND DEVELOPMENT

The duration of my project was two months during these two months I did many things

regarding my project as I was also part of the operations I also understand how the Training

and Development works at the Mondovi Motors Private Limited

INTRODUCTION OF TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of an organisation .It ensures that

randomness is reduced and learning or behavioural changes takes place in structured format.

TRAINING AND DEVELOPMENT DEFINED

It is concerned with structure and delivery of acquisition of knowledge to improve the

efficiency and effectiveness of organisation .It is concerned that improving the existing skills

and exploring potential skills of the individual upgrading the employee’s skills and extending

their knowledge .Therefore training is a key to optimising utilisation human intellectual

technological and entrepreneurial skills.

Training and Development referred to as;

Acquisition and sharpening of employees capabilities that is required to perform

various obligations, tasks and functions.

Developing the employees capabilities so that they may be able to discover their

potential and exploit them to their full their own and organisational development

purpose.

HUMAN resource DEVELOPMENT 1


Developing an organisational culture when superior – subordinate relationship ,team

work ,and collaboration among different sub units are strong and contribute to

organisational wealth ,dynamism and pride to the employees .

DEVELOPMENT DEFINED

It helps the individual handle the future responsibilities, with less emphasis on present

job duties

TECHNICAL & NON-TECHNICAL

The need for training and development is determined by the employee’s performance

deficiency, computed as follows.

Training and Development Need=standard performance-Actual performance .We can

make a distinction among Training, Development and Education.

Training(TECHNICAL)

Education(NON-TECHNICAL )

Application oriented

Job experience

Specific Task in mind

Narrow perspective

Training is job specific

Theoretical Orientation

Classroom learning

Covers general concepts

Has Board Perspective

Education is no bar

Training (TECHNICAL):

Training refers to the process of imparting specific skills. An employee

undergoing training is presumed to have had some formal education. No training

program is complete without an element of education. Hence we can say that

training is offered to operatives.



Education (NON- TECHNICAL):

It is a theoretical learning in classrooms. The purpose of education is to teach

theoretical concept and develop a sense of reasoning and judgment. That any training

and development program must contain an element of education is well understood by

HR Specialists.

Any such program has university professors as resource persons to enlighten

participants about theoretical knowledge of the topics proposed to discuss. In fact

organizations depute or encourage employees to do courses on part time basis. CEOs

are known to attend refresher courses conducted by business schools. The education is

more important for managers and executives rather than low cadre workers. Anyways

education is common to all employees, their grades notwithstanding.

DEVEPOPMENT:

Development means those learning opportunities designed to help employees to grow.

Development is not primarily skills oriented. Instead it provides the general knowledge

and attitudes, which will be helpful to employers in higher positions? Efforts towards

development often depend on personal drive and ambition. Activities such as those

supplied by management development programs are generally voluntary in nature.

Development provides knowledge about business environment, management principles

and techniques, human relations, specific industry analysis and the like is useful for

better management of a company.

INTRODUCTION TRAINING AND DEVELOPMENT



Any training and development programme must contain inputs which enable the

participations to gain skills, learn theoretical concepts and help acquire vision to look into the

distant future

Skills : Training is imparting skills to employees A worker needs to operate

machines, and use other equipment’s with least damage and scrap. This is a basic skill

without which the operator will not be able to function. Employers particularly

supervisors and executives need interpersonal skills.

Education : The purpose of education is to teach theoretical concepts and develop

a sense of reasoning and judgement

Development : It is less skill oriented but stress on knowledge .Knowledge about

business environment, management principles and techniques , human

relations ,specific industry analysis is useful for better management of a company

Ethics : There is need for imparting greater ethical orientation to a training

and development programme .Ethical attitude help management make better decisions

which are interests of the public, the employees and in the long term - the company

itself.

Attitudinal Changes: Attitude represents feelings and beliefs of individual towards

others. Attitude must be changed so that employees feel committed to the organisation,

are we motivated for better performance, and derive satisfaction from their jobs and the

work environment.

Decision making and problem solving skills: It focus on methods and techniques

for making organisation decision making solving work related problems.



TRAINING AND DEVELOPMENT OBJECTIVES

The principal objectives of training and development is to make sure the availability of a

skilled and willing workforce to a organisation, Functional and societal.

1. Individual Objectives - Help employees in achieving their personal goals, which in

turn, enhances the individual contribution to an organisation

2. Organisational Objectives – Assist the organisation with its primary objective by

bringing individual effectiveness

3. Functional Objectives - Maintain the departments contribution at a level substitute to

the organisation needs

4. Societal Objectives - Ensure that an organisation is ethically and socially

responsible to the needs and challengers of the society

IMPORTANCE OF TRAINING AND DEVELOPMENT

It helps to develop human intellect and an overall personality of the employees



Productivity - Training and Development helps in increasing the productivity of the

employees that helps the organisation further to achieve in long term goal

Team spirit - Training and development helps in inculcating the sense of team work

Team spirit, and inter team collaborations. It helps in creating the zeal to learn within

the employees

Organisation Culture – Training and development helps to develop and improve the

organisation health culture and effectiveness. It helps in creating the learning culture

within the organisation

Organisation Climate - Training and development helps building the positive

perception and feelings about the organisation. The employees get these feelings from

leaders , subordinates, and peers

Quality - Training and development helps in improving upon the quality

of work and work life

Health Work Environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual

goals aligns with organisation goal

Health And Safety - Training and development helps in improving the health and

safety of the organisation thus preventing obsolescence

Morale - Training and development helps in improving the morale of

the work

Image - Training and development helps in creating a better corporate

image



Profitability - Training and development leads to improved profitability and

more positive attitude towards profit orientation

Training and development aids in organisation development i.e. Organisation

gets more effective decision making and problem solving’s. It helps in

understanding and carrying out organisational goals

Training and development helps in developing leadership skills, motivation,

loyalty, better attitudes other aspects that successful workers and managers

usually display

Optimum Utilisation of Human Resources – Training and development helps in

optimising the utilisation of human resources that further helps the employee to achieve

the organisational goals as well as their individual goals

Development of Human Resources - Training and Development helps to

provide an opportunity and broad structured for the development of human resources

technical and behavioural skills in an organisation .It also helps in attaining personal

growth.

Development of skills of employees - Training and development helps in

increasing the job and skills of employees at each level. It helps in increasing the job

knowledge and skills of employees at each level. It helps to expand the horizons of

human intellect and overall personality of the employee

MODELS OF TRAINING



Training is a subsystem of the organisation because the department such as, marketing and

sales, HR, production, finance, etc. depends on training for its survival. Training is

transforming process that requires some input in the form of knowledge, skills, and attitudes

(KSAS)

THE TRAINING SYSTEM

The three models of training are

I. System model

II. Instructional System Development Model

III. Transition Model

SYSTEM MODEL TRAINING

The system model consists of five phases and should be repeated on a regular basis to make

further requirements. The training should achieve of helping employee to perform their work

to required standards. The steps involved in system

Model of Training are as follows

I. ANALYSE and identify the training needs i.e. to analyse the department, job,

employee’s requirement, who needs training, what do they need to learn, estimating

training cost, etc. The next step is to develop a performance measure on the basis of

which actual performance would be valued



II. DESIGN and provide training to meet identified needs .This step requires developing

objectives of training, identifying the learn steps , sequencing the structure the contents

III. DEVELOP this phase requires listing the activities in the training programme that will

assist the participants to learn , selecting the delivery method , examining the training

material , validating information to be imparted to make sure it accomplishes all the

goals and objectives.

IV. IMPLEMENTING is the hardest part of the system because one wrong step can lead to

the failure of whole training program

V. EVALUATING each phase so as to make sure it has achieved it aims in terms of

subsequent work performance. Making necessary amendments to any of the previous

stage in order to remedy to improve failure practices



TYPES OF TRAINING

INDUCTION TRAINING

Induction training is important as it enables a new recruit to become productive as

quickly as possible. It can avoid costly mistakes by recruits not knowing the

procedures or techniques of their new jobs. The length of induction training will

vary from job to job and will depend on the complexity of the job, the size of the

business and the level or position of the job within the business.

The following areas may be included in induction training:

Learning about the duties of the job

Meeting new colleague

Seeing the layout the premises

Learning the values and aims of the business.

ON-THE JOB TRAINING

On the job training occurs when workers pick whilst working alongside

experienced workers at their place of work. E.g. this could be the actual assembly

line or offices where the employee works. New workers may simply shadow or

observe fellow employees to begin with and are often given instruction manuals

or interactive training programs to work through.


On the job method

On the specific job Apprenticeship training job rotation


OFF - THE JOB TRANING

This occurs when workers are taken away from their place of work to be

trained. This may take place at training agency or Local College, although many

larger firms also have their own training centres. Training can take the form of

lectures or self-study and can be used to develop more general skills knowledge

that can be used in variety of situations, e.g. management skills programmer.

Learn from specialists in that area of work who can provide more in depth study. Employees respond better when taken away from pressure of working

environment

Workers may be able to obtain qualifications or certificates.

ON THE JOB TRAINING:

Job rotation:

This type of training involves the movement of the trainee from one job to

another. Thought this method of training is common in training managers in for

general management positions this gives an opportunity to the trainee to

Understand the problems of employees on the jobs and respect them and to gain

knowledge.

Coaching:

The trainee is under a particular supervisor who functions as a coach in training

the individual. The supervisor provides feedback to the trainee on his

performance and offers some suggestions for improvement.



Apprenticeship training:

More employees are implementing apprenticeship programs, an approach that began in

the middle ages. Apprenticeship training is a structured process by which people

become skilled workers through a combination of class room training and the job

training. It is widely used to train individuals for many occupations. It traditionally

involves have the leaner/apprentice study under the tutelage of a master craft person.

OFF THE JOB TRAINING:

Under this method of training trainee is separated from the job situation and his

attention is focused upon learning the material related to his future job

performance. Since the trainee is not distracted by job requirements, he can place

his entire concentration on learning the job rather than spending his time in

performing it. There is an opportunity for the freedom of expression for the

trainees

Vestibule training:

In this method, actual work condition is stimulated in class room. Materials,

files and equipment’s those are use actual job performances are also

Used in training. This type of training is commonly used for training personnel

for clerical and semi-skilled jobs.

Role playing:

It is defined as a method of human interaction that involves realistic

behaviour in imaginary situation. This method is mostly for developing

interpersonal interactions and relations.

Lecture method:



The lecture method is a traditional and direct method of instruction. The

instructor organizes the materials and gives it to the group of trainees in the form

of talk. An advantage of lecture method is that it is direct and used for a large

group of trainees.

Conference/Discussions:

It is a method in training the clerical, professional and supervisory personnel.

This method involves a group of people who pose ideas, examine and share facts,

ideas and date, test assumptions and draw conclusion, all of which contribute to

the improvement of job performance. The success of this method depends on

leadership qualities of the person who leads of group.

The 5 steps Training and development process:

1. Evaluation step, in which management assess the program success or the failures.

2. Need analysis step, identifies the specific job performance skills needed, assesses

the prospective trainees skills needed, and develops specific, measurable

knowledge and performance objectives based on any deficiencies.

3. Instructional design, you decide on, compile and produce the training program

content including workbooks, exercise and activities; here you will probably use

techniques such as on-the-job training and computer based training.

4. Validation step, in which the bugs are worked out of the training program by

presenting it to small representative audience.

5. Implement the program actually training employee group.

Task analysis: Assessing new employee’s training needs particularly with lower

level workers, it’s common to heir inexperienced personal and train them. Your aim



here is to give these new employees the skill and knowledge they need to be the job.

Task analysis to determine the new employees training needs.

Task analysis is a detailed study of the job to determine what specific skills like java (in

case of web designer) or interviewing (in case of a supervisor) the job requires. Job

description and job specification are helpful here. This list of jobs specific duties and

skills and thus provides the basic reference point in determine the training required.

You can also uncover the training needs by reviewing performance standards,

performing the job description and specification with the task analysis record form.

Performance analysis: assessing current employee training needs:

For current employees performance analysis is the process of verifying that there is a

performance deficiency and determining if such deficiency should be corrected through

training or through some other means (like transferring the employees)

There are several methods you can use to identify a current employees training needs.

These include supervisor, peers and self-performance reviews, job-related performance

data (including productivity, absenteeism and tardiness, accidents, shorter sickness,

grievance, waste, late delivers, product quality, downtime, repairs, equipment’s

utilization and other specialists; interviews with the employees or his her supervisor;

test things like job knowledge, skills

And attendance, attitude survey; individual employee’s daily dairies; and assessment

centres.

The first step here is usually to compare the person actual performance to what is

should be examples of specific performance deficiencies include:

“I expect each sales person to make ten new contracts per week but john averages to

only six”

“Other plants our size averages no more than two serious accidents per month; we’re

averaging five”



Distinguishing between can’t do and won’t do problems is the heart of performance

analysis. First, determine whether it is can’t do and won’t do problems and if so, its

specific causes. On the other hand, it may be won’t do problems. Here employees could

do a job if they wanted to

TRANSTIONAL MODEL

Transitional model focuses on the organisation as a whole. The outer loop describes the

vision mission and values of the organisation on the basis of which training model i.e. inner

loop is executed

VISION - focusses on the milestones that the organisation would like to achieve

after the defined point of time .A vision statement tells that the organisation sees itself

few years down the line .A vision may be include setting a role model, or bringing

some internal transformation or may be promising to meet some other dead lines

MISSION - explain the reason of organisation existence. It identifies the position in

the community .The reason of developing a mission statement is to motivate, inspire

and inform the employees regarding the organisation. The mission statement tells

about the identity that how the organisation would like to be reviewed by the

customers, employees, and all other stake holders

VALUES - It is the translation of vision and mission into communicable ideals. It

reflects the deeply held value of the organisation and is independent of current

industry environment. For example, values may include social responsibility excellent

customer service, etc.



The mission vision and values precede the objective in the inner loop. This model considers

the organisation as a whole. The objective is formulated keeping these three things in mind

and then the training model is further implemented

INSTRUCTIONAL SYSTEM DEVELOPMENT (ISD) MODEL:

Instructional system Development was made to answer the training problems. This model is

widely used now a days in the organisation because it is concerned with the training need on

the job performance. Training objectives are defined on the basis of job performance.

Training objectives are defined on the basis of job responsibilities and job description and on

the basis of defined objectives individual progress is measured .This model also helps in

determining and developing the favourable strategies, sequencing the content, and delivering

media for the types of training objectives to be achieved. The instructional development

system model comprises of five stages

I. ANALYSIS - This phase of training need assessment need assessment , job analysis ,

and target audience analysis

II. PLANNING - This phase consists of setting goal of the learning outcome ,

instructional objectives that measures the behaviour of participant after the

training ,types of training material , media selection , methods of evaluating the



trainee , trainer and the training programme , strategies to impart knowledge i.e.

selection of content , sequencing of content

III. DEVELOPMENT - This phase translates design decisions into training material It

consists of developing course material for the trainer including hangouts work books ,

visual aids, demonstration props etc., course material for the training including hand-

outs of summary

IV. EXECUTION -This phase focuses on logistical arrangement, such as arranging

speakers , equipment’s, benches , podium, food facilities , clothing , lightning, parking

and other training accessories

V. EVALUATION - The purpose of this place is to make sure that training programme

has achieved its aim in terms of subsequent work performance .This phase consists of

identifying strength and weaknesses making necessary amendments to any of the

previous stage in order to remedy or improve failure practices ,



The ISD model is continuous process that lasts throughout the training programme. It

also highlights that feedback is an important phase throughout the entire training

programme .In this model, the output of one phase is an input to next phase.

PROCESS OF TRAINING

TRAINING NEED ANALYSIS (TNA) / TRAINING NEED

IDENTIFICATION (TNI)

An analysis of training needs an essential requirement to the design of cost effective

training .The purpose of training need analysis is to determine whether there is a gap between

what is required for effective performance and the present level of performance

TRAINING NEED ARE AT THREE LEVELS

Organisation level

Individual level

Operational Level



Corporate need and training are interdependent because the organisation

performance of its individual employee and its subgroup

ORGANISATION LEVEL - Training needs analysis at organisation level focuses on

strategic planning, business need, and goals. It starts with the assessment of internal

environment of the organisation such as, procedures, structures, policies, strengths, and

weaknesses and external environment such as opportunities and threats. After doing the

SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can

be further strengthened with continues training. Threats can be reduced can further be

strengthened with continued training .Threats can be reduced by identifying the areas where

training is required and opportunities can be exploited by balancing it against costs .For this

approach to be successful , the HR department of the company requires to be involved in

strategic planning , In this planning , HR develops strategies to be sure that the employees in

the organisation have the required knowledge , skills, and attributes ( KSAS ) based on the

future KSAs requirement at each level

INDIVIDUAL LEVEL - Training need analysis at individual level focuses on each and

every individual in the organisation. At this level, the organisation checks whether an

employee is performing at desired level or the performance is below expectation. If the

difference between the expected and the actual performance comes out to be the positive,

then certainly there is a need of training. However, individual competence can also be linked

to individual need. The methods that are used to analyse the individual need .The methods

that are used to analyse the individual need are



Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate Appraisal

Client Feedback

Self - Assessment or Self - Appraisal

Operation Level - Training need analysis at operational level focuses on the work that is

being assigned to the employees. The job analyst gathers the information on whether the job

is clearly understood by an employee or no. He gathers this information through technical

interview observation physiological test; questionnaires asking the closed ended and as well

as open ended questions etc. Today jobs are dynamic and keep changing over time.

Employees need to prepare for these changes, the job analyst also gathers information on the

task that will be required in the future .based on the information collected, and Training Need

Analysis (TNA) is done.

BENEFIT OF NEED ASSESMENT

Training programs are designed to achieve specific goals ate the meet felt needs .They are

many benefits of the need assessment:

A. Trainees may be informed about the broader need of the trainees

B. Trainees are able to pitch their course inputs closer to the specific needs of the trainees

C. Assessment makes training department more accountable and more clearly linked to

other human activities. Which make the training programmes easier to sell to line

managers

TRAINING DESIGN



The design of the training programme can be undertaken only when a clear training objective

has been produced .The Training objective clears what a goal has to be achieved by the end

of the training programme i.e. what the trainers are expected to be able to do at the end of

their training . Training objective assist trainers to design the training programme.

THE TRAINER - Before starting a training programme, a trainer analyses his

technical, interpersonal, judgemental skills in order to deliver content to trainers.

THE TRAINEES - A good training design requires close scrutiny of the trainees and

their profiles .Age, experience, needs, and exceptions of the trainees are some of the

important factors that affect the training design.

COST OF TRAINING - It is one of the most important considerations in designing a

training programme. A training programme involves cost of different types. These

may be in the form of direct expenses incurred in a training, cost of training material

to be provided, arrangement of physical facilities and refreshment, etc. Besides the

expenses the organisation has to bear indirect cost in the form of loss of production

during training period. Ideally, a training programme must be able to generate more

revenues than the cost involved

TRAINING CLIMATE – A good training climate comprises of ambience, tone,

feeling, positive perception for training programme, etc. Therefore, when the climate

is favourable nothings goes wrong but when the climate is unfavourable, almost

everything goes wrong.



TRAINING - DESIGN


Recruiting & HR

Training & development Introduction