Human Resource Management 21ME744

MODULE 3
Training and Development
Training and development: Training v/s development, Training v/s Education, Systematic Approach
to Training, Training Methods, Executive Development-different approaches, Non-Executive
Development-different methods, Career and Succession Planning.
Textbook 1: Ch. 9. Textbook 3: Ch. 8.
Self-Study Component: Identification of Training needs, Steps in Training Process.

Introduction:
Training is, essentially, a value-addition activity undertaken by an organization to enrich the value
of its core assets, namely, its people. It plays a vital role in enhancing the efficiency, productivity and
performance of the employees. It is a learning process that helps employees acquire new knowledge
and the skills required to perform their present jobs efficiently.
Training is usually a short-term skill-development exercise meant for non-managerial employees
either to learn a job or to overcome their deficiency in the performance of the present job. The
success of any training programme lies in recognizing the training needs within the organization
and then designing and implementing training programmes based on those needs in order to carry
out a continuous upgradation of knowledge, skills and employee attitudes.
“Training is the creation of an environment where employees may acquire or learn specific, job-
related behaviour, knowledge, skills, abilities and attitudes.” —Terry L. Leap
“Training is the formal and systematic modification of behaviour through learning which occurs as
a result of education, instruction, development, and planned experience.” —Michael Armstrong
Significance of Employee Training:
• Enlargement of Skills and Competency
• Effective Utilization of the Existing Human Resources
• Enhancement of Customer Satisfaction
• Enhancing Competitive Advantage
• Enrichment of Team Spirit
• Ensuring Personal Growth
• Enabling a Learning Culture
• Establishing a Positive Organizational Climate
• Encouraging Better Health and Safety Measures
• Ensuring Organizational Growth and Development

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Training v/s Development:

Training v/s Education:

Identification of Training Needs:

The assessment of training needs is an important job for the HR department. It is usually done at
two levels. At the first level, the training needs of the individual employees are assessed. At the
second, training needs are assessed for different groups in the organization. The training needs
assessed at group levels are usually referred to as the organizational-need assessment. The need for
training is determined by an employee’s performance deficiency, or a performance gap.

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The individual employee’s training needs can be assessed by comparing the actual performance of
the employee with the standard performance. The deficit in performance will indicate the nature
and extent of the need for his/her training programmes
• Performance Evaluation: Performance evaluation reports help in assessing the training
needs at the individual levels. The current performance of an employee is an important
indicator of his training requirements. Normally, those employees who perform poorly in the
performance evaluation are identified for training. an organization may review productivity
reports, performance scores, absenteeism records and attrition reports to assess the actual
performance of the employees. This information can provide vital inputs to determine the
nature, type and extent of training for each of the employees.
• Job Analysis: Job description report and job specification report can be examined to decide
the skills, abilities and knowledge required to perform the job effectively. They may form the
basis for determining the training requirements of the job holders.
• Attitude Survey: Attitude survey is a process of gathering information from the employees
about the various aspects of the organization. The information about the attitude of workers
towards their work environment, their level of awareness, and their views on the relevance
of the existing training programmes and the future training requirements can be ascertained.
The findings of these surveys can form the basis for assessing the training needs.
• Ability Test Score: An organization can give ability tests to its employees to identify their
existing levels of skills and abilities. The results can then be compared with the standard
skills requirements to determine the need for and extent of the training programmes.
• Advisory Panel: An organization may constitute panels comprising the representatives of
the management and those of the employees to decide on the training needs. The panel has
to assess the existing skills requirement before deciding on the number and nature of the
training programmes required for a specific period.
• Feedback: The feedback from the customers, the employees and all others who are
important to the business can help in determining the training needs. For example,
customers can provide feedback about the product flaws, the performance deficit, and the
employees’ behavioural problems. Similarly, the employees who quit can provide vital clues
to the weaknesses of the organization in general and its training programmes in particular
at the time of exit interview.

Steps in Training Process:

The general purpose of any training process is to train employees to be able to look for and respond
to changes in a successful way. The training process usually involves six steps.

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• Determination of the Training Needs:

The first step in a training process is to identify the specific operational skills to be developed for
performing a job. A methodical approach to identify the real needs must be undertaken. In fact,
there are several sources available to an organization to assess its training needs. Generally, to
recognize the training needs of the employees, an analysis at one or more of the following three
levels is undertaken.
Organization Analysis- This focuses on identifying areas in the organization where training is
needed.
Operation Analysis- This involves the proper examination of the work to be performed after
training. It focuses on the tasks that are required to be performed to accomplish the organizational
goals.
Individual Analysis- This focuses on deciding about the individual training needs.
• Development of the Training Objectives:
Once the training goals have been established, the next step is to determine the specific objectives
of the training programmes. Each training programme can have its own objectives. these objectives
must be directly related to the assessed training needs and should also focus on satisfying those
needs. Training programmes must have clear and concise objectives and must be developed to
achieve organizational goals.
• Selection of the Training Techniques:
The next step involves decisions regarding the training techniques to be used in the programme.
Based on the training needs and goals, an appropriate training method should be chosen to achieve
the desired results. Broadly, these techniques are classified into two categories. These are: on- the-
job training methods and off the-job training methods. On-the-job training means imparting real-
time training at the work spot, even while doing the actual job. Off-the-job training means training
at a place away from the work spot and in formal classrooms.
• Identifying the Trainer:
Once the training method has been decided, the next important step is selecting and training the
trainers for the programme. This is a critical step because the success of the whole training effort
relies greatly upon the competency and ability of the trainers. The tasks of designing, organizing,
implementing and pre- and post-assessment of the training process are usually entrusted only to
these trainers. They must be adequately competent, knowledgeable and mature people with
effective communication skills. They must also be familiar with the company’s philosophy,
objectives, structure, culture and the specific purposes of the training programme.
• Implementing the Training Programme:
Once the training methods and trainers have been decided, the next step is the actual
implementation of the training programme. For successful implementation, some of the
prerequisites are the convenience of location, the comfortableness of the training facilities, the
quality and adequacy of the provided materials, and the timing and duration of the programme.
• Evaluation of the Training Programme:
This is the final step in an employee training process. For an effective evaluation, it is essential to
pre-assess the attributes to be emphasized in the training like the knowledge, skills and attitude of

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the employees ahead of the training programme. An evaluation of these attributes after the training
will facilitate a meaningful comparison to determine the effectiveness of the training programme.

Training Methods:
Training method refers to a way or technique for improving the knowledge and skills of an employee
for doing assigned jobs perfectively. There are two categories in methods of employee training.

• On-the-job training methods:

This type of training also known as job instruction training is most commonly used as a method.
Under this method, the individual is placed on a regular job & taught the skills necessary to perform
the job.
1. Job Rotation
It involves the movement of the trainee from one job to another. The trainee receives job knowledge
& gains experience from his supervisor or trainer. This type of training gives an opportunity to the
trainee to understand the problem of employees on other jobs & respect them.
2. Coaching
The trainee is placed under a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on his performance & offers him some
suggestions for improvement.
3. Job Instruction
This method is also known as step-by-step training. Under this method, the trainer explains to the
trainee the way of doing the jobs, knowledge & skill and allows him to do the job. The trainer
appraises the performance, provides information & corrects the trainees.
4. Committee Assignment
Under this method, a group of trainees is given and asked to solve an actual organizational problem.
The trainees solve the problem jointly and develop teamwork.
5. Apprenticeship Training
Several organizations practise this method to impart skills to their employees. It is commonly used
to train people for various crafts jobs like those of an electrician, a fitter, a turner, a plumber, a

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carpenter, a machinist and a printer. In this method, the superior, who is usually a highly skilled
employee, becomes the instructor and imparts knowledge to the trainee (called an apprentice) at
the work spot. Apprenticeship programmes can last for a few months to several years, depending
on the nature and complexity of the jobs.
6. Internship training
Generally theoretical and practical training is provided to the students at various colleges before
they actually start their actual career in corporate world. Most of the time after completions of
internship the company offers the student to join them as an employee.
7. Understudy
Understudy refers to the method in which trainees are prepared to perform the work or fill the
position of their superiors. In this technique, a trainee who is likely to assume the full duties and
responsibilities of the position currently held by his/her superior is called as an understudy.
• Off-the-job Training Methods
It is a method in which workers are imparted training at a place away from their usual workplace.
This place could be a classroom or training centre. The purpose of off-the-job training methods is to
minimize the distractions to the trainees. These methods are ideal for teaching the theoretical
aspects of the jobs.
1. Vestibule training
In this method, actual work conditions are simulated in a classroom. Material files and needed
equipment are also used in training. This type is used for training personnel for clerical and semi-
skilled jobs.
2 Role-Playing
It is defined as a method of human interaction that involves realistic behavior in an imaginary
situation. This method of training involves action doing the practice. This method is mostly used for
developing interpersonal interaction and relations.
3. Lecture Method
The lecture is a traditional & direct method of instruction. The instructor organizes the material &
gives it to a group of trainees in the form of a talk. This is beneficial to train a large group of trainees.
4. Conference
It is a method for clerical, professional & supervisory personnel. This involves a group of people
who put forth ideas, examine & share facts, ideas assumptions & draw a conclusion. The success of
this method depends on the leadership qualities of the person who leads the group.
5. Case study method
To impart critical and analytic thinking among employees a business problem is assigned to the
employees. The employees can analyze the entire case and provide various possible solutions on
the given situation.
6. Simulation
An imaginary situation act as a simulator to the employee and they have to take immediate action
on the situation. It helps in development of strategic way of thinking on different aspect of
organization.

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7. Group Discussion Method:

It is a method used to knowledge and attitudinal development of trainees. In this method, sets of
people examine several empirical studies to find out commonalities to derive the underlying general
principles. They then combine their ideas and focus their attention on a given problem at a time,
speaking from multiple points of view within a group. An instructor is optional, while a leader is
necessary in this method.
8. Syndicate Method:
Syndicate refers to the group of trainees and involves the analysis of the problem by different
groups. Thus in this method, 5 or 6 groups consisting of 10 members are formed. Each group works
on the problem on the basis of the briefs and the backgrounds provided by the resource persons.
Each group presents their view on the involved issues along with the other groups.

Systematic Approach to Training:

A comprehensive training programme involves the systematic development of various
competencies and facilitating the development of the knowledge, skills and attitude required by the
employees at work. It includes specific interrelated and interdependent steps shown below which
progress systematically for getting the desired outcomes from the training & development efforts.

• Understanding Organization’s Aims and Objectives:

The systematic framework starts with the stage of understanding the organization’s aims and
objectives and the determination of the crucial strategies which will lead to the achievement of the
predefined goals/objectives.

• Assessing/Analysing Training Needs

Training Needs Assessment essentially involves assessment of the gap between the desired level of
competencies and existing competencies required for handling a job. Training Needs Analysis aims
at assessing the discrepancy between what an employee should be doing at work and what he or
she is capable of doing.
• Determining the Aims and Objectives of Learning & Development Programme
Determination of the training objectives while formulating a training plan is as important as
analyzing the budgetary permutations for conducting a comprehensive training programme. It
details what the trainees will be able to learn at the end of the training programme and how they
will be able to apply the learning at work. If training objectives are specified well in advance during
the planning stage itself, it will improve the effectiveness of the training programmes.

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• Training Strategy Design

The Training Strategy Design stage is again a very crucial stage of the Systematic Framework of
Training & Development process. During this stage, the various possible alternatives are assessed
and compared for reaping the optimum benefits from a training & development exercise. It includes
analysis of the multiple parameters such as designing course modules/content framework, deciding
upon the training pedagogy or methodologies (Experiential or Classroom exercises), Preparation of
the Preview Learning Materials/Handouts for the trainees and identifying the critical learning
pointers for the trainees at the end of the training programme.
• Implementation of the Training Strategy
During the training implementation stage, the trainer gives maximum importance to the selection
of the right training methodology for maximizing the learning experience and imparting value with
the help of the training programme.
• Evaluating the quality and effectiveness of the Training
One of the most crucial stages of the Systematic Approach to Training is the evaluation of the
effectiveness of the training programme and implementing corrective actions for overcoming the
lacuna and ensuring the achievement of the Training & Development Goals.

Executive Development/ Management Development:

Executive development or management development is a systematic and continuous process
through which the executives learn advanced knowledge and skills in managing. Executive
Development Programme (EDP) is a planned and organised process of learning and growth
designed to improve managerial behaviour and performance of executives by cultivating their
mental abilities and inherent qualities through the acquisition and application of advanced
knowledge insights and skills.
Executive or management development focuses on manager’s personal growth. It basically aims at
improving judgment, logical thinking of managers to take complex decisions and to take
responsibility. Executive development is a planned, system-atic and continuous process of learning
and growth by which managers develop their conceptual and analytical abilities to manage.
According to Koontz and O’Donnell, “Executive development concerns the means by which a person
cultivates those skills whose application will improve the efficiency and effectiveness with which
the anticipated results of a particular organisational segment are achieved”.
Flippo, “Executive Development includes the process by which managers and executives acquire not
only skills and competency in their present jobs but also capabilities for further managerial tasks of
increasing difficulty and scope”.

Methods/Approaches of Executive Development/ Management Development:

The methods of executive development are broadly classified into two broad categories:
1. On the Job Techniques.
2. Off the Job Techniques.

On the Job Techniques:

• Coaching
• Under Study
• Job Rotation

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• Special Projects Assignment
• Committee Assignment
• Multiple Management
• Selective Readings
Off the Job Techniques:
• Special Courses
• Case Studies
• Role Playing
• Lectures and Conferences
• Management Games

(Explanation for above methods is already provided in above section i.e., under Training
methods)

Career Planning:
Career planning is the continuous self-evaluation and planning process done by a person to have a
strong career path which is aligned with one's career goals, aspirations and skills. Career planning
process in the continuous reiterative process of understanding oneself, setting career goals, revising
skills and searching for the right career options which may include basic skills, specialized
education and job options. The process by which individuals plan their life’s work is referred to as
career planning.
"Career Planning is a deliberate process of becoming aware of self, opportunities, constraints,
choices, and consequences; identifying career-related goals; and "career pathing" or programming
work, education, and related developmental experiences to provide the direction, timing, and
sequence of steps to attain a specific career goal." {McMahon and Merman: 1987)

Career Planning Process

The career planning process involves the assessment of the factors influencing the career options
in order to make an informed choice about career goals and its execution strategy. The steps
involved in a career planning process are:

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• Self-assessment by the Individual

In the first step of the career planning process, the individual employee must make a realistic
assessment of himself from the career planning perspective. This self-assessment normally involves
the identification of one’s strengths, weaknesses, interests and desires. an employee must do a self-
introspection to ascertain his skills levels, motivational levels, personality, values and beliefs,
socialization skills, adaptabilities, personal and work related preferences, and short- and long-term
needs. The employee may also seek the assistance of his friends, colleagues, superiors and
subordinates in assessing himself.
There are several techniques available for the self-assessment of individuals. These include the
strength and weakness balance sheet, the likes and dislikes survey, the Myers- Briggs Type Indicator
(MBTI) assessment technique, and type focus assessment.
• Evaluation of the Available Career Opportunities:
Based on the self-assessment, the employee now attempts to connect himself with the career
opportunities existing within the organization. As a first step in this stage, the employee makes an
attempt to identify the career options available to him. career planning becomes the collective
responsibility of both the individual and the organization. The organization normally gets involved
in the process of identifying the future positions for which an employee can be considered. It also
involves the manager, supervisors and subordinates in the process of helping the employees identify
their career opportunities.
• Undergoing Career-oriented Skill-development Exercises
In this stage, the employees become aware of their competency requirements from the career
growth perspective. When the employees clearly discover their training and education
requirements for achieving career goals, they should promptly begin to search for the appropriate
sources for learning. The organization should take up the responsibility of providing the necessary
learning to the employees to help them achieve career progression. The HR and training
departments usually organize target-specific programmes for employees in skill enhancement
exercises.
• Matching and Decision making
Once the employees have worked on their problems, issues and concerns that could restrict their
career progression, they would make the final comparison of the available career opportunities and
their career goals. They develop a variety of possibilities that fit their career plans through
brainstorming. An employee may finally settle for a strategy that best suits his career aspiration.
Similarly, organizations may develop future opportunities for the employee through programmes
like succession planning.

• Implementation and Review

Once the employees choose the career opportunity that suits their career goals best, they formulate
specific strategies to accomplish the career goals. At this stage, the employees adopt a step-by-step
procedure to successfully attain their career goals. Organizations usually develop career paths for
employees and gradually move them on those predetermined career paths through promotions,
transfers and, in some cases, demotions. Since career planning is a continuous process for an
organization, it is essential to conduct a proper review of career plans in terms of career outcomes
and career success. The review enables the organization to understand the efficacy of the existing
career planning system.

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Succession Planning:
Succession planning is an essential activity that focuses on planning and managing the career of
individuals to optimize their needs and aspirations. Succession planning is a process whereby an
organization ensures that employees are recruited and developed to fill each key role within the
company.
The purpose of succession planning is to identify and develop people to replace current incumbents
in key positions in cases of resignation, retirement, promotions, growth, expansion and creation of
new positions.
In the long term, succession planning strengthens the overall capability of the organization by:
• Identifying critical positions and highlighting potential vacancies;
• Selecting key competencies and skills necessary for business continuity;
• Focusing development of individuals to meet future business needs.

Succession Planning Process:

The process of succession planning includes the following steps:
Step 1. Planning:
The first step is to develop a strategic plan that will provide a blueprint of how the succession plan
is to be implemented. The long-term vision and goals of the organization are identified and the
current personnel policies and procedures are studied. For a succession plan to be successful, it is
vital to integrate the plan with the interests and aspirations of the senior employees who are being
groomed for succession.
Step 2. Analysis:
In this step, the various challenges the company is likely to face in the future and the skills and
competencies the CEO would need to meet them are analyzed. The future CEO would need a variety
of managerial and technical skills to be able to fulfil his responsibilities effectively. The current
supply of manpower in the organization should be studied in relation to the anticipated demand.
Efforts should be made to determine the knowledge, talents, skills and capabilities that would be
required in the organization in the future. It is necessary to identify the overall long term talent
needs of the company and not just of a particular position.
Step 3. Identification of Talent Pools:
The competencies and skill levels of the current workers need to be assessed in order to identify the
available pool of talent. These may be measured by the use of performance evaluation tools like 360°
Feedback, critical incident methods and rating scales. It is also necessary to evaluate the employee’s
capacity to perform in more responsible jobs in future through potential appraisal techniques and
psychological appraisal. Factors like the employee’s educational background, time spent with the
company, his behaviour and attitude should also be taken into account. The skills sets of the
employees should be compared with the skills needed for the key leadership roles and any gaps
between the two should be identified.
Step 4. Development Planning:
After the gaps have been identified, the next step involves creating development plans. The
development plan includes the formal development procedures, coaching and mentoring, special
job assignments, learning projects, etc. which will help the employees to gain the necessary skills

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and experiences. The employee’s progress will be monitored against the plan. The duration of the
development plan would depend upon the succession plan strategy of the organization.
Step 5. Implementing the Succession Plan:
The succession plan should be linked to the HR processes like compensation, recruitment,
performance planning, workforce planning, etc. It is a long-term plan. Implementing the succession
plan includes the retention strategies like retention bonuses, promotions, challenging work, etc. It
is essential to compare the progress of the succession plan with the upcoming personnel
requirements of the organization so that a capable employee is available to fill a prestigious post
should it fall vacant either expectedly (due to planned retirement), or unexpectedly (due to death,
disability, illness, etc. of the position holder).

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