Employee Training

1 Introduction : Concept

Training is a process of learning a sequence of programmed behavior. It is the application of

knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps
in bringing about positive change in the knowledge, skills & attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level of knowledge
so that the employee is better equipped to do his present job or to mould him to be fit for a
higher job involving higher responsibilities. It bridges the gap between what the employee has &
what the job demands.
Training refers to a planned effort by a company to facilitate employees’ learning of job related
competencies. These competencies include knowledge, skills, or behaviors that are critical for
successful job performance. The goal of training is for employees to master the knowledge,
skill, and behaviors emphasized in training programs and to apply them to their day to day
activities. Training is seen as one of several possible solutions to improve performance. Other
solutions can include such actions as changing the job or increasing employee motivation
through pay and incentives. Today there is a greater emphasis on-
Providing educational opportunities for all employees. These educational opportunities may
include training programs, but they also include support for taking courses offered outside the
company, self-study, and learning through job rotation.
An ongoing process of performance improvement that is directly measurable rather than
organizing one time training events.
The need to demonstrate to executives, managers, and trainees the benefits of training.
Learning as a lifelong event in which senior management, trainer manager, and employees have
ownership.
Training being used to help attain strategic business objectives, which help companies, gains a
competitive advantage.
The term training refers to the acquisition of knowledge, skills, and competencies as a result of
the teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. It forms the core of apprenticeships and provides the backbone of content at
institutes of technology (also known as technical colleges or polytechnics). In addition to the
basic training required for a trade, occupation or profession, observers of the labor-market
recognize as of 2008[update] the need to continue training beyond initial qualifications: to maintain,
upgrade and update skills throughout working life. People within many professions and
occupations may refer to this sort of training as professional development.
Training usually refers to some kind of organized (and finite it time) event — a seminar,
workshop that has a specific beginning data and end date. It’s often a group activity, but the
word training is also used to refer to specific instruction done one on one.
Employee development, however, is a much bigger, inclusive “thing”. For example, if a
manager pairs up a relatively new employee with a more experienced employee to help the new
employee learns about the job, that’s really employee development. If a manager coaches and
employee in an ongoing way, that’s employee development. Or, employees may rotate job
responsibilities to learn about the jobs of their colleagues and gain experience so they might
eventually have more promotion opportunities. That’s employee development.
In other words employee development is a broader term that includes training as one, and only
one of its methods for encouraging employee learning. The important point here is that different
activities are better for the achievement of different results. For example, if the desire is provide
an employee with a better understanding of how the department works, job rotation might work
very well. If the goal is to improve the employee’s ability to use a computer based accounting
package direct training would be more appropriate than, let’s say, job rotation.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal. Training and development is a
subsystem of an organization. It ensures that randomness is reduced and learning or behavioural
change takes place in structured format.
Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the
organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.
The quality of employees and their development through training and education are major
factors in determining long-term profitability of a small business. If you hire and keep good
employees, it is good policy to invest in the development of their skills, so they can increase
their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training
for current employees helps them adjust to rapidly changing job requirements. Reasons for
emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who may leave or
move up in the organization.
Enhancing the company’s ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the
company’s competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training and
developing its workers, including:
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of
the material gains that result from their increased productivity. These factors give them a sense
of satisfaction through the achievement of personal and company goals.
Need for Employee Training

Training of employees takes place after orientation takes place. Training is the process of
enhancing the skills, capabilities and knowledge of employees for doing a particular job.
Training process moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.
Training is given on four basic grounds:
New candidates who join an organization are given training. This training familiarizes
them with the organizational mission, vision, rules and regulations and the working
conditions.
The existing employees are trained to refresh and enhance their knowledge.
If any updations and amendments take place in technology, training is given to cope up
with those changes. For instance, purchasing new equipment, changes in technique of
production, computer impartment. The employees are trained about use of new
equipments and work methods.
When promotion and career growth becomes important. Training is given so that
employees are prepared to share the responsibilities of the higher level job.
Training needs can be assessed by analyzing three major human resource areas: the organization
as a whole, the job characteristics and the needs of the individuals. This analysis will provide
answers to the following questions:
Where is training needed?
What specifically must an employee learn in order to be more productive?
Who needs to be trained?
Begin by assessing the current status of the company how it does what it does best and the
abilities of your employees to do these tasks. This analysis will provide some benchmarks
against which the effectiveness of a training program can be evaluated. Your firm should know
where it wants to be in five years from its long-range strategic plan. What you need is a training
program to take your firm from here to there. Second, consider whether the organization is
financially committed to supporting 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 skills possessed 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.
Also, in today’s market-driven economy, you would be remiss not to ask your customers what
they like about your business and what areas they think should be improved. In summary, the
analysis should focus on the total organization and should tell you (1) where training is needed
and (2) where it will work within the organization. Once you have determined where training is
needed, concentrate on the content of the program. Analyze the characteristics of the job based
on its description, the written narrative of what the employee actually does. Training based on
job descriptions should go into detail about how the job is performed on a task-by-task basis.
Actually doing the job will enable you to get a better feel for what is done. Individual employees
can be evaluated by comparing their current skill levels or performance to the organization’s
performance standards or anticipated needs.
 Importance

Training is crucial for organizational development and success. It is fruitful to both employers
and employees of an organization. An employee will become more efficient and productive if he
is trained well. The benefits of training can be summed up as:
Improves Morale of Employees- Training helps the employee to get job security and
job satisfaction. The more satisfied the employee is and the greater is his morale, the
more he will contribute to organizational success and the lesser will be employee
absenteeism and turnover.
Less Supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.
Fewer Accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the
chances of committing accidents in job and the more proficient the employee becomes.
Chances of Promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.
Increased Productivity- Training improves efficiency and productivity of employees.
Well trained employees show both quantity and quality performance. There is less
wastage of time, money and resources if employees are properly trained.
Types of Employee Training

Some commentator use a similar term for workplace learning to improve performance: “training
and development”. One can generally categorize such training as on-the-job or off-the-job:
On-the-job training takes place in a normal working situation, using the actual tools, equipment,
documents or materials that trainees will use when fully trained. On-the-job training has a
general reputation as most effective for vocational work.
Off-the-job training takes place away from normal work situations — implying that the
employee does not count as a directly productive worker while such training takes place. Off-
the-job training has the advantage that it allows people to get away from work and concentrate
more thoroughly on the training itself. This type of training has proven more effective in
inculcating concepts and ideas.

The most frequently used method in smaller organizations that is on the job training. This
method of training uses more knowledgeable, experienced and skilled employees, such as
mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees.
OJT can be delivered in classrooms as well. This type of training often takes place at the work
place in informal manner.
On the Job Training is characterized by following points
It is done on ad-hoc manner with no formal procedure, or content
At the start of training, or during the training, no specific goals or objectives are developed
Trainers usually have no formal qualification or training experience for training
Training is not carefully planned or prepared
The trainer are selected on the basis of technical expertise or area knowledge
Formal OJT programs are quite different from informal OJT. These programs are carried out by
identifying the employees who are having superior technical knowledge and can effectively use
one-to-one interaction technique. The procedure of formal on the job training program is:
The participant observes a more experienced, knowledgeable, and skilled trainer
(employee)
The method, process, and techniques are well discussed before, during and after trainer
has explained about performing the tasks
When the trainee is prepared, the trainee starts performing on the work place
The trainer provides continuing direction of work and feedback
The trainee is given more and more work so that he accomplishes the job flawlessly

The four techniques for on the job development are:

COACHING
MENTORING
JOB ROTATION
JOB INSTRUCTION TECHNIQUE (JIT)
1.) Coaching is one of the training methods, which is considered as a corrective method for
inadequate performance. According to a survey conducted by International Coach Federation
(ICF), more than 4,000 companies are using coach for their executives. These coaches are
experts most of the time outside consultants.
A coach is the best training plan for the CEO’s because
It is one to one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-mails, chat
It provides an opportunity to receive feedback from an expert
It helps in identifying weaknesses and focus on the area that needs improvement
This method best suits for the people at the top because if we see on emotional front, when a
person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps
in finding out the executive’s specific developmental needs. The needs can be identified through
60 degree performance reviews.
Procedure of the Coaching
The procedure of the coaching is mutually determined by the executive and coach. The
procedure is followed by successive counseling and meetings at the executive’s convenience by
the coach.
Understand the participant’s job, the knowledge, skills, and attitudes, and resources
required to meet the desired expectation
Meet the participant and mutually agree on the objective that has to be achieved
Mutually arrive at a plan and schedule
At the job, show the participant how to achieve the objectives, observe the performance
and then provide feedback
Repeat step 4 until performance improves
For the people at middle level management, coaching is more likely done by the supervisor;
however experts from outside the organization are at times used for up and coming managers.
Again, the personalized approach assists the manger focus on definite needs and improvement.
2.) Mentoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the organization goes to
achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive mentoring is
generally done by someone inside the company. The executive can learn a lot from mentoring.
By dealing with diverse mentee’s, the executive is given the chance to grow professionally by
developing management skills and learning how to work with people with diverse background,
culture, and language and personality types.
Executives also have mentors. In cases where the executive is new to the organization, a senior
executive could be assigned as a mentor to assist the new executive settled into his role.
Mentoring is one of the important methods for preparing them to be future executives. This
method allows the mentor to determine what is required to improve mentee’s performance. Once
the mentor identifies the problem, weakness, and the area that needs to be worked upon, the
mentor can advise relevant training. The mentor can also provide opportunities to work on
special processes and projects that require use of proficiency.
Some key points on Mentoring
Mentoring focus on attitude development
Conducted for management-level employees
Mentoring is done by someone inside the company It
is one-to-one interaction
It helps in identifying weaknesses and focus on the area that needs improvement
3.) For the executive, job rotation takes on different perspectives. The executive is usually not
simply going to another department. In some vertically integrated organizations, for example,
where the supplier is actually part of same organization or subsidiary, job rotation might be to
the supplier to see how the business operates from the supplier point of view.
Learning how the organization is perceived from the outside broadens the executive’s outlook on
the process of the organization. Or the rotation might be to a foreign office to provide a global
perspective. For managers being developed for executive roles, rotation to different functions in
the company is regular carried out.
This approach allows the manger to operate in diverse roles and understand the different issues
that crop up. If someone is to be a corporate leader, they must have this type of training. A
recent study indicated that the single most significant factor that leads to leader’s achievement
was the variety of experiences in different departments, business units, cities, and countries.
An organized and helpful way to develop talent for the management or executive level of the
organization is job rotation. It is the process of preparing employees at a lower level to replace
someone at the next higher level. It is generally done for the designations that are crucial for the
effective and efficient functioning of the organization.
Some of the major benefits of job rotation are:
It provides the employees with opportunities to broaden the horizon of knowledge, skills, and
abilities by working in different departments, business units, functions, and countries
Identification of Knowledge, skills, and attitudes (KSAs) required It
determines the areas where improvement is required
Assessment of the employees who have the potential and caliber for filling the position
4.) Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and
procedural), skills and attitudes development.
JIT Consists of Four Steps:
Plan – This step includes a written breakdown of the work to be done because the trainer and the
trainee must understand that documentation is must and important for the familiarity of work. A
trainer who is aware of the work well is likely to do many things and in the process might miss
few things. Therefore, a structured analysis and proper documentation ensures that all the points
are covered in the training program. The second step is to find out what the trainee knows and
what training should focus on. Then, the next step is to create a comfortable atmosphere for the
trainees’ i.e. proper orientation program, availing the resources, familiarizing trainee with the
training program, etc.
Present – In this step, trainer provides the synopsis of the job while presenting the participants
the different aspects of the work. When the trainer finished, the trainee demonstrates how to do
the job and why is that done in that specific manner. Trainee actually demonstrates the
procedure while emphasizing the key points and safety instructions.

Steps in JIT
Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the work and
the trainer is able to provide instant feedback. In this step, the focus is on improving the method
of instruction because a trainer considers that any error if occurring may be a function of training
not the trainee. This step allows the trainee to see the after effects of using an incorrect method.
The trainer then helps the
trainee by questioning and guiding to identify the correct procedure.
Follow-up – In this step, the trainer checks the trainee’s job frequently after the training program
is over to prevent bad work habits from developing. There are various methods of training,
which can be divided in to cognitive and behavioral methods. Trainers need to understand the
pros and cons of each method, also its impact on trainees keeping their background and skills in
mind before giving training.
OFF THE JOB TRAINING –
There are many management development techniques that an employee can take in off the job.
The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONALANALYSIS
STRAIGHT LECTURES/ LECTURES
SIMULATION EXERCISES
1.) Sensitivity Training is about making people understand about themselves and others
reasonably, which is done by developing in them social sensitivity and behavioral flexibility.
Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel
and think from their own point of view. Behavioral flexibility is ability to behave suitably in
light of understanding.
Sensitivity Training Program requires three steps:
Unfreezing the Old Values –
It requires that the trainees become aware of the inadequacy of the old values. This can be done
when the trainee faces dilemma in which his old values is not able to provide proper guidance.
The first step consists of a small procedure:
An unstructured group of 10-15 people is formed.
Unstructured group without any objective looks to the trainer for its guidance
But the trainer refuses to provide guidance and assume leadership
Soon, the trainees are motivated to resolve the uncertainty
Then, they try to form some hierarchy. Some try assume leadership role which may not be liked
by other trainees
Then, they started realizing that what they desire to do and realize the alternative ways of
dealing with the situation

Procedure of Sensitivity Training

Development of New Values – With the trainer’s support, trainees begin to examine their
interpersonal behavior and giving each other feedback. The reasoning of the feedbacks are
discussed which motivates trainees to experiment with range of new behaviors and values. This
process constitutes the second step in the change process of the development of these values.

Refreezing the new ones – This step depends upon how much opportunity the trainees get to
practice their new behaviors and values at their work place.
2.) Transactional Analysis provides trainees with a realistic and useful method for analyzing
and understanding the behavior of others. In every social interaction, there is a motivation
provided by one person and a reaction to that motivation given by another person. This
motivation reaction relationship between two persons is a transaction.
Transactional analysis can be done by the ego states of an individual. An ego state is a system
of feelings accompanied by a related set of behaviors. There are basically three ego states:
Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and
impulses which come to her naturally from her own understanding as a child. The characteristics
of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious, etc. Verbal
clues that a person is operating from its child state are the use of words like “I guess”, “I
suppose”, etc. and non verbal clues like, giggling, coyness, silent, attention seeking etc.
Parent: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and
impulses imposed on her in her childhood from various sources such as, social, parents, friends,
etc. The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal
clues that a person is operating from its parent states are the use of words like, always, should,
never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger at
somebody, etc.

Adult: It is a collection of reality testing, rational behavior, decision making, etc. A person in
this ego state verifies, updates the data which she has received from the other two states. It is a
shift from the taught and felt concepts to tested concepts. All of us evoke behavior from one ego
state which is responded to by the other person from any of these three states.
3.) Lecture is telling someone about something. Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a topic. Training is basically incomplete without
lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes,
or methods that will be used in training that means the trainer is using the lecture method. It is
difficult to imagine training without lecture format. There are some variations in Lecture
method. The variation here means that some forms of lectures are interactive while some are not.
Straight Lecture: Straight lecture method consists of presenting information, which the trainee
attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does
not involve any kind of interaction between the trainer and the trainees. A lecture may also take
the form of printed text, such as books, notes, etc. The difference between the straight lecture
and the printed material is the trainer’s intonation, control of speed, body language, and visual
image of the trainer. The trainer in case of straight lecture can decide to vary from the training
script, based on the signals from the trainees, whereas same material in print is restricted to what
is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and
priorities and preferences of the order in which the topic will be covered
.
Some of the main features of lecture method are:
Inability to identify and correct misunderstandings
Less expensive
Can be reached large number of people at once
Knowledge building exercise
Less effective because lectures require long periods of trainee inactivity
4.) Games and Simulations are structured and sometimes unstructured, that are usually played
for enjoyment sometimes are used for training purposes as an educational tool. Training games
and simulations are different from work as they are designed to reproduce or simulate events,
circumstances, processes that take place in trainees’ job.
A Training Game is defined as spirited activity or exercise in which trainees compete with each
other according to the defined set of rules. Simulation is creating computer versions of real-life
games. Simulation is about imitating or making judgment or opining how events might occur in
a real situation. It can entail intricate numerical modeling, role playing without the support of
technology, or combinations. Training games and simulations are now seen as an effective tool
for training because its key components are:
Challenge Rules
Interactivity
These three components are quite essential when it comes to learning. Some of the examples of
this technique are:
Trainees can therefore experience these events, processes, games in a controlled setting where
they can develop knowledge, skills, and attitudes or can find out concepts that will improve their
performance. The various methods that come under Games and Simulations are:
BEHAVIOR-MODELLING
BUSINESS GAMES
CASE STUDIES

EQUIPMENT STIMULATORS IN-

BASKET TECHNIQUE
ROLE PLAYS

Objectives and Process of Employee Training

The training design process refers to a systematic approach for developing training programs. It
includes the seven steps in this process. Training is one of the most profitable investments an
organization can make. No matter what business or industry you are in the steps for an effective
training process are the same and may be adapted anywhere. If you have ever thought about
developing a training program within your organization consider the following four basic
training steps. You will find that all four of these steps are mutually necessary for any training
program to be effective and efficient.
Step1 is to conduct a needs assessment, which is necessary to identify whether training is
needed. This step identifies activities to justify an investment for training. The techniques
necessary for the data collection are surveys, observations, interviews, and customer comment
cards. Several examples of an analysis outlining specific training needs are customer
dissatisfaction, low morale, low productivity, and high turnover.
The objective in establishing a needs analysis is to find out the answers to the following
questions:
“Why” is training needed?
“What” type of training is needed?
“When” is the training needed?
“Where” is the training needed?
“Who” needs the training? and “Who” will conduct the training?
“How” will the training be performed?
By determining training needs, an organization can decide what specific knowledge, skills, and
attitudes are needed to improve the employee’s performance in accordance with the company’s
standards.
The needs analysis is the starting point for all training. The primary objective of all training is to
improve individual and organizational performance. Establishing a needs analysis is, and should
always be the first step of the training process.
Step 2 is to ensure that employees have the motivation and basic skills necessary to master
training content. This step establishes the development of current job descriptions and standards
and procedures. Job descriptions should be clear and concise and may serve as a major training
tool for the identification of guidelines. Once the job description is completed, a complete list of
standards and procedures should be established from each responsibility outlined in the job
description. This will standardize the necessary guidelines for any future training.
Step 3 is to create a learning environment that has the features necessary for learning to occur.
This step is responsible for the instruction and delivery of the training program. Once you have
designated your trainers, the training technique must be decided. One-on-one training, on-the-
job training, group training, seminars, and workshops are the most popular methods.
Before presenting a training session, make sure you have a thorough understanding of the
following characteristics of an effective trainer. The trainer should have:

A desire to teach the subject being taught.

A working knowledge of the subject being taught.
An ability to motivate participants to “want” to learn.
A good sense of humour.
A dynamic appearance and good posture.
A strong passion for their topic.
A strong compassion towards their participants.
Appropriate audio/visual equipment to enhance the training session.
For a training program to be successful, the trainer should be conscious of several essential
elements, including a controlled environment, good planning, the use of various training
methods, good communication skills and trainee participation.
Step 4 is to ensure that trainees apply the training content to their jobs.
This step will determine how effective and profitable your training program has been. Methods
for evaluation are pre-and post- surveys of customer comments cards, the establishment of a
cost/benefit analysis outlining your expenses and returns, and an increase in customer
satisfaction and profits. The reason for an evaluation system is simple. The evaluations of
training programs are without a doubt the most important step in the training process. It is this
step that will indicate the effectiveness of both the training as well as the trainer.
There are several obvious benefits for evaluating a training program. First, evaluations will
provide feedback on the trainer’s performance, allowing them to improve themselves for future
programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an
efficient way to determine the overall effectiveness of the training program for the employees as
well as the organization.
The importance of the evaluation process after the training is critical. Without it, the trainer does
not have a true indication of the effectiveness of the training. Consider this information the next
time you need to evaluate your training program. You will be amazed with the results.
The need for training your employees has never been greater. As business and industry continues
to grow, more jobs will become created and available. Customer demands, employee morale,
employee productivity, and employee turnover as well as the current economic realities of a
highly competitive workforce are just some of the reasons for establishing and implementing
training in an organization. To be successful, all training must receive support from the top
management as well as from the middle and supervisory levels of management. It is a team
effort and must be implemented by all members of the organization to be fully successful.
Advantages of On the Job Training Methods

On the job training method has the following advantages that can be considered:
Generally most cost-effective
Employees are actually productive
Opportunity to learn whilst doing
Training alongside real colleagues.
Training can be delivered on time and at the optimum time.
The trainee will have the good opportunities to practice and implement.
The trainee will have feedbacks.
Trainee builds confidence by working with own speed and productivity.

On the Job Techniques: It is delivered to employees while they perform their regular jobs. In
this way, they do not lose time while they are learning. After a plan is developed for what
should be taught, employees should be informed of the details. A time-table should be
established with periodic evaluations to inform employees about their progress. On-the-job
techniques include orientations, job instruction training, apprenticeships, internships and
assistantships, job rotation and coaching. It consists of: -
Coaching-Coaching is a one-to-one relationship between trainees and supervisors which offers
workers continued guidance and feedback on how well they are handling their tasks. The coach
assigns the task, monitors the trainee behavior, and provides reinforcement and feedback.
Coaching is commonly used for all kinds of trainees, from unskilled to managerial position. This
method is critically depends on the quality of the coach.
Under Study- An understudy may be assistant to someone or special assistant to some
supervisory or executive positions. He learns by experience, observation, guidance and
coaching.
Position Rotation-This involves the movement of the trainee from one job to another. This
helps him to have a general understanding of how the organization functions. Apart from
releasing boredom, Job rotation allows workers to build rapport with a wide range of individuals
within the organization, facilitating future cooperation among various departments. Such cross-
trained personnel offer a great deal of flexibility for organizations when transfers, promotions or
replacement become inevitable.
Multiple Management- It provides knowledge about the organization to the junior and middle
managerial personnel. Here the members are exposed to all types of the decision taken at higher
level.
Off-the-Job Technique: It consists of :
Lectures- It is a traditional and direct method of instruction. The instructor organizes the
material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must
motivate and create interest among the trainees. An advantage of this method is that it is direct
and can be used for a large group of trainees. The major limitation of this method is that it does
not provide for the transfer of training effectively.
Case Studies- It presents the trainees with a written description of a business or organizational
problem. The object of the case method is to teach the trainees how to analyze information,
generate alternative decisions, and evaluate the alternatives. Cases can be analyzed by
individuals or small groups. Feedback and reinforcement are provided through oral discussion or
written comments from the instructor.
Group Discussions- This method is a direct discussion on a specific topic conducted with a
relatively small group of trainees. This method is useful for teaching and exploring difficult
conceptual materials, and for changing attitudes and opinions. It provides opportunity for
feedback, reinforcement practice, motivation, and transfer, largely due to the active interchange
of ideas between the participants.
Role Playing- In most of role-playing assignments, each of the student takes the role of a person
affected by an issues on human life and effect the human activities all around us from the
perspective of that person.
Management Games- Verities of business and management games have been devised and are
being used with the varying degree of success in the developing programmes. A management
game is classroom exercise in which a number of team of trainees competes against each other
to achieve certain objectives.

Sensitivity Training- It has been successfully employed by behavioral scientists over the past
thirty years. Sensitivity to the circumstances and feeling of others is the cornerstone of human
relationships. It is important to note that sensitivity is not just an emotion; it must express itself
in actions as well, especially when people we know are experiencing pain and difficulties.

Career Planning and Development

Career development is an organized approach used to match employee goals with the business
needs of the agency in support of workforce development initiatives. The purpose of career
development is to:
Enhance each employee’s current job performance.
Enable individuals to take advantage of future job opportunities.
Fulfil agencies’ goals for a dynamic and effective workforce.
Career development involves managing your career either within or between organizations. It
also includes learning new skills, and making improvements to help you in your career. Career
development is an ongoing, lifelong process to help you learn and achieve more in your career.
Whether you are looking at making a career change, or moving up within a company, planning
your own career development will help you succeed. By creating a personal career development
plan, you can set goals and objectives for your own personal career growth. Don’t make the
mistake of leaving your career development future in the hands of your employer, hoping that
you will get the next promotion or pay raise. This misconception can lead to job dissatisfaction
and resentment. Career planning is a lifelong process, which includes choosing an occupation,
getting a job, growing in our job, possibly changing careers, and eventually retiring. The Career
Planning Site offers coverage of all these areas. This article will focus on career choice and the
process one goes through in selecting an occupation. This may happen once in our lifetimes, but
it is more likely to happen several times as we first define and then redefine ourselves and our
goals.
Managers are responsible for linking the organization’s needs to employee career goals, and can
assist employees in the career planning process. Human Resources is responsible for designing
career paths and employee development programs that help employees reach their goals. Each
employee is responsible for planning and managing his/her career.