TRAINING & DEVELOPMENT

BBA318 — Complete Study Guide

Sanskriti University · Semester VI · 3 Credits · 45 Lectures

⏰ EXAM IN 2 DAYS — Read Once, Remember Forever 🎯

Course at a Glance
Field Detail
Course Code BBA318
Course Title Training and Development
Programme BBA — Degree, Third Year, Semester VI
Credits 3 (Compulsory)
Max Marks 30 (Internal) + 70 (External) = 100
Min Passing 30 Marks
Total Lectures 45 Hours (L-T-P: 3-0-0)

Unit Overview
Unit Topic Lectures
I Introduction to Training & Development 9
II Training Needs Assessment (TNA) 9
III Designing, Conducting & Evaluating Training 10
IV Executive Development 9
V Retraining & Careers in Training 8
TOTAL 45

2-Day Exam Strategy

1. Day 1: Cover Units I, II & III in depth — 27 of 45 lectures
 2. Day 2 Morning: Cover Units IV & V in the morning
3. Day 2 Evening: Re-read only the Memory Hooks — takes 15 min, covers everything
• Must Know: Kirkpatrick 4 levels + TNA 3 analyses + CIRO model = almost certain exam
questions
• Must Know: Training vs Development vs Education — classic short question every year
• Must Know: Steps in Management Development Program — frequently tested
UNIT I — Introduction to Training & Development
9 Lectures | Topics: Concepts · Rationale · T vs D vs E · T&D Systems · Training Department ·
Policies · Effective Training

1. What is Training, Development & Education?

Training — Simple Definition
Training is a short-term, job-specific process that teaches employees the skills they need RIGHT
NOW for their current job. Think of it as "learning to do today's job better."

Development — Simple Definition

Development is a long-term, future-focused process that prepares employees for bigger roles in
the future. Think of it as "growing the person, not just the skill."

Education — Simple Definition

Education is the broadest concept — it's about overall knowledge and understanding of principles.
It is NOT job-specific. Think: a college degree vs a typing course.

Comparison Table
Point Training Development Education
Time Short-term Long-term Lifelong
Focus Current job skills Future roles/growth General knowledge
For whom? All employees Mainly managers Everyone broadly
Example Excel training Leadership program MBA degree

🧠 MEMORY HOOK: T-D-E = Today, Tomorrow, Theory

Training = Today's job | Development = Tomorrow's role | Education = Theoretical knowledge

2. Rationale / Importance of T&D

Why does an organization need Training & Development?
• Performance Gap: Performance Gap: Employees may not have skills the job demands —
training bridges this gap.
• Change Adaptation: Change Adaptation: Technology, markets, laws keep changing —
employees need to keep up.
• Career Growth: Career Growth: Motivated employees expect growth; T&D keeps them engaged
and reduces turnover.
• Productivity: Productivity: Trained employees make fewer mistakes, work faster, produce
more quality output.
• Competitive Advantage: Competitive Advantage: A well-trained workforce is hard to replicate
— it is a strategic asset.
🧠 MEMORY HOOK: P-C-C-P-C → "People Can Create Perfect Companies"
Performance gap · Change adaptation · Career growth · Productivity · Competitive advantage

3. T&D Systems, Training Department & Training Policies

Training System — How it Works
A training system has 3 parts like any system:
• Input: Input: Trainees (employees), trainers, materials, budget
• Process: Process: Actual training activities (lectures, simulations, OJT)
• Output: Output: Skilled, knowledgeable, competent employees

Training Department's Role

The training department is responsible for identifying training needs, designing programs,
arranging trainers, managing budgets, and evaluating results. It acts as the backbone of all T&D
activity in the organization.

Training Policies
Training policies are written guidelines that set the rules for training — who gets trained, when,
how much budget is allocated, what types of training are offered, and how effectiveness is
measured. Policies ensure consistency and fairness.
🧠 MEMORY HOOK: Policies = The RULE BOOK of Training. Just like traffic rules tell us how to drive,
training policies tell the organization HOW to train.

4. Requisites of Effective Training

What makes training EFFECTIVE? Six key requirements:
1. Clear Objectives: Clear Objectives: Specific, measurable goals — e.g., "Employee can
handle customer complaints in under 3 minutes."
2. Right Trainees: Right Trainees: Only those who actually need the training should attend.
Don't train everyone for everything.
3. Qualified Trainer: Qualified Trainer: The trainer must know the subject AND know how
to teach it. Subject expertise alone is not enough.
4. Suitable Methods: Suitable Methods: A field sales rep needs role-play, not lectures.
Method should match the learning need.
5. Conducive Environment: Conducive Environment: Proper room, no distractions, right
tools — the setting must support learning.
 6. Feedback & Follow-up: Feedback & Follow-up: Training without checking results is like
studying without writing the exam. Evaluation closes the loop.
🧠 MEMORY HOOK: O-R-Q-S-E-F → "Our Really Qualified Staff Excels Fast"
Objectives · Right trainees · Qualified trainer · Suitable methods · Environment · Feedback
UNIT II — Training Needs Assessment (TNA)
9 Lectures | Topics: Meaning · Purpose · Methods · Need Assessment Process · Org/Person/Task
Analysis · Output of TNA · Learning Theories

1. What is TNA? Meaning & Purpose

TNA in One Line
TNA = Finding out WHO needs training, in WHAT, and WHY — before spending money on it. It is
the diagnostic step before the cure (training).

Purpose of TNA
• Avoid waste: Avoid wasting time and money on unnecessary training
• Performance gap: Identify the performance gap (what employees CAN do vs what they
SHOULD do)
• Prioritize: Prioritize which training is most urgent
• Relevant design: Design training that is actually relevant to real problems
🧠 MEMORY HOOK: TNA = Doctor's Diagnosis. A doctor checks before prescribing. Similarly, TNA
checks before training.

2. Three Levels of TNA Analysis (Most Important!)

1. Organizational Analysis
Looks at the whole organization — its goals, strategy, resources, culture. Answers: "Is training
aligned with company objectives?" Also checks if the environment supports training (budget,
management support).

2. Person Analysis
Focuses on the individual employee. Asks: "Does this specific person need training?" Compares
required performance with actual performance. Uses performance appraisals, observation, tests.

3. Task Analysis
Analyzes the job/task itself. Asks: "What skills, knowledge, and behaviors does THIS job
require?" Uses job descriptions, task inventories, interviews with supervisors.
Analysis Type Question Answered Level
Organizational Where is training needed in the org? Company-wide
Person Who specifically needs training? Individual
Task What should training teach? Job/Role
 🧠 MEMORY HOOK: OPT = Organization → Person → Task
Start big (company), zoom in (person), focus on work (task). Like a camera zooming in.

3. Methods of TNA
• Observation: Observation: Watch employees work and spot skill gaps
• Interviews: Interviews: Talk to employees/supervisors to find problems
• Questionnaires: Questionnaires/Surveys: Quick data collection from many people
• Performance Appraisals: Performance Appraisals: Past reviews reveal weak areas
• Tests: Tests/Assessments: Direct measure of current knowledge/skill
• Records Review: Records Review: Absenteeism, errors, complaints signal problems

4. Output of TNA
TNA produces: a list of training needs, who needs it, what content is required, suggested training
methods, and priority order. This becomes the blueprint for designing the training program.
🧠 MEMORY HOOK: TNA Output = Shopping List for Training. You cannot shop (design training)
without knowing what to buy (what gaps to fill).

5. Learning Theories
Classical Conditioning (Pavlov)
Learning through association. Pavlov's dog salivated when a bell rang (associated with food). For
training: linking positive feelings with learning environments encourages learning.

Operant Conditioning (Skinner)

Learning through reward and punishment. Good behavior → reward → repeated. Bad behavior →
punishment → stopped. For training: positive reinforcement (praise, bonus) encourages skill
repetition.

Cognitive Learning Theory

Humans don't just respond to stimuli — they think and process information. Training should
involve understanding, not just memorization. Problem-solving exercises develop cognitive
learning.

Social Learning Theory (Bandura)

People learn by watching others (observation + imitation). This is why mentoring, job
shadowing, and demonstration are effective training methods.
🧠 MEMORY HOOK: C-O-C-S → "Cats Often Copy Smartly"
Classical conditioning · Operant conditioning · Cognitive theory · Social learning
UNIT III — Designing, Conducting & Evaluating Training
10 Lectures | Topics: Areas & Types · System Approach · Training Methods · Designing a Program ·
Teaching Aids · Kirkpatrick Model · CIRO Model

1. Areas & Types of Training

Areas of Training
• Knowledge: Knowledge Training: Product knowledge, company policies, industry information
• Skill: Skill Training: Technical skills and soft skills (communication, teamwork)
• Attitudinal: Attitudinal Training: Changing mindset — customer service attitude, ethical
behavior

Types of Training
• OJT: On-the-Job Training (OJT): Learn while doing the real job. E.g., apprenticeship, job rotation,
coaching
• Off-the-Job: Off-the-Job Training: Training away from the workplace. E.g., classroom, seminars,
e-learning, simulation
• Induction: Induction Training: For new employees — company orientation
• Refresher: Refresher Training: Update existing employees on new developments
🧠 MEMORY HOOK: OJT = "Learn on the Spot" | Off-JT = "Learn in a safe zone first"

2. System's Approach to Training (4 Phases)

1. Need Assessment: Need Assessment: What training is needed? (TNA phase)
2. Program Design: Program Design: How to deliver training? (content, methods, schedule)
3. Delivery: Delivery: Conduct the actual training program
4. Evaluation: Evaluation: Did it work? Measure results and feedback
🧠 MEMORY HOOK: N-D-D-E → "Need, Design, Deliver, Evaluate"

3. Training Methods
On-the-Job Methods
• Job Rotation: Job Rotation: Move employee through different roles to learn variety
• Coaching: Coaching: One-on-one guidance from a senior
• Mentoring: Mentoring: Long-term relationship for career guidance
• Apprenticeship: Apprenticeship: Learn a skilled trade under supervision

Off-the-Job Methods
• Lectures: Lectures: Trainer speaks, participants listen — cheap but low engagement
• Role Play: Role Play: Act out real-life situations — great for soft skills
• Case Study: Case Study: Analyze real business problems — develops critical thinking
• Simulation: Simulation: Replicate real situations in a safe environment (e.g., flight simulators)
• E-Learning: E-Learning: Online, self-paced learning — flexible and scalable

4. Designing a Training Program — Key Steps

1. Set Objectives: Set Training Objectives: What should learners be able to DO after training?
2. Content & Schedule: Decide Content & Schedule: What topics? How many sessions?
Which order?
3. Study Material: Prepare Study Material: Handouts, slides, manuals, videos
4. Select Trainer: Select Trainer: Internal expert or external specialist?
5. Choose Method: Choose Training Method: Match method to content — do not lecture
when hands-on is better
6. Teaching Aids: Select Teaching Aids: Projectors, models, demonstrations, flipcharts

5. ⭐ KIRKPATRICK'S 4-LEVEL EVALUATION MODEL (Very Important!)

Developed by Donald Kirkpatrick (1959). The most widely used model for evaluating training
effectiveness. Learn ALL 4 levels!
Level Name What is Measured How to Measure
1 Reaction Did trainees LIKE the training? Feedback forms, happiness surveys
2 Learning Did they actually LEARN Pre/post tests, quizzes
something?
3 Behavior Are they APPLYING it at work? Supervisor observation, performance
change
4 Results Did the ORG benefit? Sales increase, error reduction, cost
savings

🧠 MEMORY HOOK: R-L-B-R → "Really Liked, Better Results"

Reaction → Learning → Behavior → Results

Think of it as a ladder: check if they smiled (1), then learned (2), then changed on the job (3), then the
organization benefited (4).

6. ⭐ CIRO MODEL OF TRAINING EVALUATION (Important!)

Developed by Warr, Bird & Rackham. CIRO focuses more on CONTEXT and INPUT before looking
at results — more comprehensive than Kirkpatrick.
1. C — Context: Context Evaluation: Why is training needed? What are the organizational
problems/goals driving this training?
2. I — Input: Input Evaluation: Are the training methods, materials, and resources
appropriate and sufficient?
3. R — Reaction: Reaction Evaluation: What did trainees think and feel about the training?
(Similar to Kirkpatrick Level 1)
4. O — Outcome: Outcome Evaluation: Did it achieve the goals? Measured at immediate
(knowledge), intermediate (behavior), and ultimate (org results) levels.
Feature Kirkpatrick CIRO
Focus After-training levels Before + during + after
Starts with Reaction Context (WHY train?)
Checks Input? No Yes — checks resources
Best for Measuring outcomes Comprehensive evaluation

🧠 MEMORY HOOK: CIRO = "Check If Resources Okay"

Context (check why) · Input (if resources okay) · Reaction · Outcome
UNIT IV — Executive Development
9 Lectures | Topics: Importance · Steps in MDP · Methods · Legal Issues · Cross-Cultural Training ·
Workforce Diversity · Sensitivity Training · Succession Planning

1. What is Executive Development & Why it Matters

Executive Development = a planned effort to improve the abilities of managers and executives so
they can handle complex organizational challenges and future roles.

Why Executive Development Matters

• Decision Impact: Executives make decisions that affect thousands — their quality of thinking
must be top-notch
• Future Leaders: Prepares the next generation of leaders (succession)
• Adaptability: Keeps the organization adaptive to change — market shifts, tech disruption
• Culture: Improves organizational culture — good leaders build good teams
• Strategy & Innovation: Builds strategic thinking and innovation capabilities
🧠 MEMORY HOOK: Executive Development = Building the Pilots, Not Just the Crew.
Regular training makes good workers; executive development makes great leaders who steer the
whole organization.

2. Steps in Management Development Program (MDP)

1. Assess Goals: Assess Organizational Goals: What kind of managers does the company need
in the future?
2. Identify Needs: Identify Development Needs: What skills/knowledge are current
managers lacking?
3. Appraise Performance: Appraise Managerial Performance: Evaluate existing managers to
find gaps
4. Design MDP: Design the MDP: Select appropriate programs, topics, and methods
5. Implement: Implement the Program: Conduct development activities (seminars, projects,
coaching)
6. Evaluate: Evaluate & Follow Up: Did the manager's performance improve? Adjust if
needed
🧠 MEMORY HOOK: A-I-A-D-I-E → "Always Improve And Design It Effectively"
Assess goals → Identify needs → Appraise performance → Design → Implement → Evaluate

3. Methods of Management Development

On-the-Job Methods
• Job Rotation: Job Rotation: Move manager through different departments for broad exposure
• Understudy: Understudy (Assistant to Manager): Work under a senior manager, learn by
observation
• Committee: Committee Assignments: Serve on cross-functional committees to gain exposure
• Special Projects: Special Projects: Assigned challenging projects to develop problem-solving
skills

Off-the-Job Methods
• Seminars: Seminars & Conferences: Exposure to external ideas and best practices
• Management Games: Management Games: Simulated business scenarios requiring group
decisions
• In-basket: In-basket Exercise: Given a pile of tasks/emails, must decide how to handle them
under time pressure — tests decision-making
• Sensitivity Training: Sensitivity Training (T-Group): Improves self-awareness and
interpersonal skills
• MBA Programs: University Programs (MBA): Formal academic development

4. Cross-Cultural Preparation
When employees work internationally or with global teams, they need cross-cultural training:
understanding different customs, communication styles, business etiquette, and local laws.
Prevents costly misunderstandings and builds global effectiveness.

5. Managing Workforce Diversity

Diversity = workforce with people of different gender, age, ethnicity, religion, and disability.
Organizations must train managers to include, respect, and leverage diversity as a strength, not a
challenge.

6. Sensitivity Training
Also called T-Group Training. It improves awareness of one's own behavior and its impact on
others. Helps managers become more empathetic, better listeners, and more self-aware. Very
useful for team-building.
🧠 MEMORY HOOK: Sensitivity Training = Mirror Training.
It makes you SEE yourself the way others see you. Once you see it, you improve it.

7. Succession Planning
Succession Planning = identifying and developing employees who can fill key leadership roles in
the future when current leaders retire, resign, or are promoted. It ensures the organization always
has a ready pipeline of talent.
Steps: Identify critical positions → identify potential successors → develop them via T&D →
regularly review readiness

8. Legal Issues in Training & Development

• Equal Opportunity: Equal Opportunity: Training must be offered equally — discrimination is
illegal
• Confidentiality: Confidentiality: Training data, assessments, and personal records must be
protected
• Intellectual Property: Intellectual Property: Training materials (content, manuals) belong to
the organization
• Contract Issues: Contract Issues: External trainers need proper legal agreements
🧠 MEMORY HOOK: Succession = "Next Player Ready" — like a cricket team that always has a
strong 12th man ready to step in.
UNIT V — Retraining & Careers in Training
8 Lectures | Topics: Retraining · Career Planning & Productivity · Training as a Career · Eligibility ·
Types of Trainers

1. Retraining — What & Why

Retraining = teaching employees NEW skills when their current skills are no longer needed or
relevant — due to technology changes, job elimination, automation, or business transformation.

When is Retraining Needed?

• Technology Change: Technology Change: A clerk trained in manual records must learn
computer-based systems
• Job Elimination: Job Elimination: If a role is removed, the employee is retrained for a different
role
• Performance Decline: Performance Decline: If an employee's productivity drops, retraining
can help
• Restructuring: Organizational Restructuring: Mergers, expansions require different skill sets
🧠 MEMORY HOOK: Retraining = Software Update for Humans.
When your phone's OS is outdated, you update it. When an employee's skills are outdated, you
retrain them.

2. Career Planning & Impact on Productivity

Career Planning = the process where an employee (with organizational support) identifies career
goals and plans the steps to reach them. It includes identifying skills needed, training required, and
timeline for growth.

How Career Planning Boosts Productivity

• Retention & Effort: Employees who see a clear future in the organization stay longer and work
harder
• Motivation: Career development plans act as motivation — people work toward a goal
• Engagement: Reduces job boredom and disengagement
• Alignment: Aligns employee ambitions with organizational goals — both win
• Learning Culture: Creates a learning culture — employees are always growing
🧠 MEMORY HOOK: Career Planning = GPS for a Professional Journey.
Without it, employees wander. With it, they know where they are headed and move faster.

3. Training as a Career — Eligibility

• Education: Education: Minimum bachelor's degree; MBA/HR specialization preferred
• Certifications: Certifications: CPLP (Certified Professional in Learning & Performance), Train
the Trainer programs
• Experience: Experience: Industry experience in the area you train makes you credible
• Key Skills: Key Skills: Communication, facilitation, curriculum design, empathy, patience

Perks of Being a Trainer

• Good pay, flexible hours, respect, variety of knowledge, and independence
• Corporate trainers can earn very well; freelance trainers set their own rates

4. Types of Trainers (Must Know!)

Type of Trainer What They Teach Where Needed
Technical Skill Trainers Programming, machines, tools, software IT, manufacturing
Soft Skill Trainers Communication, leadership, teamwork All industries
Safety Trainers Workplace safety, emergency Factories, hospitals
procedures
Managerial Trainers Decision-making, strategy, team Corporate sector
management
Mental Health Trainers Stress management, wellness, resilience All industries

🧠 MEMORY HOOK: T-S-S-M-M → "Trainers Solve Skills, Minds, Management"

Technical · Soft skills · Safety · Managerial · Mental health

FINAL QUICK RECAP — All 5 Units

Unit I: Training=Today | Development=Tomorrow | Education=Theory | Effective training: O-R-Q-S-

E-F
Unit II: TNA = Diagnose before training | 3 Analyses: OPT (Org → Person → Task) | 4 Learning
Theories: C-O-C-S
Unit III: Kirkpatrick = R-L-B-R (Reaction→Learning→Behavior→Results) | CIRO =
Context→Input→Reaction→Outcome
Unit IV: MDP Steps = A-I-A-D-I-E | Sensitivity Training = Mirror Training | Succession = Next Player
Ready
Unit V: Retraining = Software Update | Career Planning = GPS | 5 Trainer Types: T-S-S-M-M