Training:-

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 behaviours that are critical for
successful job performance. The goal of training is for employees to master the knowledge, skill, and
behaviours 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 labour-market recognize 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.
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.

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:

1. 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.

2. The existing employees are trained to refresh and enhance their knowledge.

3. If any updates 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 equipment’s and work methods.

4. 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 analysing 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.
Analyse 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:

1. 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.

2. 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.

3. 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.

4. Chances of Promotion- Employees acquire skills and efficiency during training. They become
more eligible for promotion. They become an asset for the organization. 5. 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.
74 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:

1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee)

2. The method, process, and techniques are well discussed before, during and after trainer has
explained about performing the tasks

3. When the trainee is prepared, the trainee starts performing on the work place

4. The trainer provides continuing direction of work and feedback

5. 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 counselling and meetings at the executive’s convenience by
the coach.
1. Understand the participant’s job, the knowledge, skills, and attitudes, and resources required
to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be achieved
 3. Mutually arrive at a plan and schedule
4. At the job, show the participant how to achieve the objectives, observe the performance and
then provide feedback
5. 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 calibre 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.

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 behavioural 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
 TRANSACTIONAL ANALYSIS

 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 behavioural 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. Behavioural 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

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 behaviours 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 behaviours and values at their work place.

2.) Transactional Analysis provides trainees with a realistic and useful method for analysing 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 behaviours. There are basically three ego states:
Child: It is a collection of recordings in the brain of an individual of behaviours, 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 behaviours, 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, 79 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 modelling, 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

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.