TRAINING &
DEVELOPMENT
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1. TRAINING
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What is training ?
» The act of increasing the knowledge and skill of
an employee for doing a particular job. - Edwin
Flippo
» A planned effort by a company to facilitate
employees’ learning of job-related
competencies.
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Competencies
» Knowledge
» Skills
» Abilities
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Training is Given on 4 Basic 6
Grounds
Refreshment of
For new candidates Knowledge
Training
Implementation of Promotion & Growth
Updates & Amendments
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Objectives of Training
Effective Enhancing
Enlargement of
utilisation of Customer
Skills &
existing Human Experience &
Competency
resources satisfaction
Competitive
Team Spirit Personal Growth
Advantage
Positive
Better health &
Learning Culture Organisational
Safety
Climate
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Benefits of Training
» For Employees
» For Organisation
» For Groups / teams
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General areas of Training
» Company policies related
» Skill based training
» Human Relations Training
» Problem solving
» Managerial & Supervisory training
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Process of Training
AODDIE – SIX Steps
» A- Analysis
» O – objective
» D- Design
» D- Development
» I – Implement
» E – Evaluate
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Process of Training
1. Need Assessment/ 14
Need Analysis
» Diagnosing Present Problem & Future
Challenges
Organisational
Level
Group Level
Individual
Need Assessment 15
Techniques
» Observation
» Questionnaire
» Interviews
» Focus Groups & Collaboration
» Documentation
» Online Technology
» Historical data
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Issues in Need Assessment
Organisational Support
Organisational Analysis
Task & KSA Analysis
Personal Analysis
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Merits
» Informed Trainers
» Pitching of ideas closer to needs
» More accountability
» Less Wastage of time
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Absence of Need
Analysis
» Loss of business
» High Labour Turnover
» Poor Quality Applicants
» Overtime working
» Higher rates of Pay
» High Recruitment cost
» Need for Job redesign
» High Training Cost
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2. Deriving Instructional
Objectives
» Inputs for Designing the training
programme
» Standards Setting
» Example : After training, the employee
will be able to smile at customers even
in adverse conditions .
3. Designing Training & 23
Development Programme
Who are the Where to
Trainees ? conduct
Training
Who are the Principles of
trainers ? Training?
What will be
Level of
methods &
training?
Techniques
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A. Who are the trainees
» Self Nomination
» Recommendations of Supervisors
» HR department need Analysis.
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B. Who are the Trainers ?
» Immediate Supervisors
» Co workers- Buddy Systems
» HR staff members
» Specialists in other parts
» Outside consultants
» Industry Associations
» Faculty members.
» Training departments
C. Methods & Techniques 26
of Training
Training Methods
On-the-Job
Off-the- Job
Implementation of the 27
Programme
» Deciding Location
» Scheduling Training Programme
» Conducting the programme
» Monitoring the progress of the trainees.
Non
availability of
trainers
Managers are
busy
Evaluation of the 28
Programme
» Principles of Evaluation
⋄ Clarity of goals & purpose
⋄ Must be continuous
⋄ Must be specific
⋄ Means & Focus for employees to appraise
themselves
⋄ Realistic Target dates must be set
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Criteria for Evaluation
» Training Validity
» Transfer validity
» Intra Organisational Validity
» Inter-organisational validity
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Techniques of evaluation
Usefulness of the Training = 1/ Ease in evaluation
» Experimental & Control Groups
» Longitudinal & Time series analysis
» Questionaire
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On the Job training
» At workplace
» Learning by doing
» Day to day basis generally
» Sustaining productivity of both trainer and
trainee simultaneously.
On The Job Method of 32
Training
Apprenticeship Internship & Job instruction
Job rotation
training assistantship training
Orientation Coaching &
training Understudy
Mentoring
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• Apprenticeship Training : Crafts work. Lasts for few months to years.
Classroom + OJT.
• Internship & Assitantship : supervised practical experience
• Job Instruction Training : Step wise imparting of training with brief write ups
& Self Explanatory Notes, Job Instruction sheet is prepared. Minimum
Guidance of instructor/ trainer
• Understudy: Working directly with senior whom he / she is going to replace.
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Off The Job Training
Sensitivity Training/
Case Study Classroom Lecture
Vestibule Training laboratory training
Method
& T group training
Programmed Simulation
Video-confrencing Role Playing
Instruction Exercises
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Vestibule training
» Trainees learn about their position using the
equipment they'll use on the job. However,
unlike on-the-job training, vestibule training
takes place away from the workplace. This
means the tools and equipment used for
vestibule training comes to the training
location. Employers typically administer this
type of training to introduce their employees
to new or advanced tools and machinery
they want them to use to perform certain
duties related to their job.
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Sensitivity Training
• 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.
• Behavioural flexibility is ability to behave suitably in light of understanding.
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Procedure of Sensitivit
Training
Developing
Unfreezing Refreezing
New Values
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Unfreezing
» 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
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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.
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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.
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Class Room Lecture
» Also known as the lecture method, classroom
lectures often train white collar or management-
level employees. This type of off-the-job training
takes place in a classroom-like environment and
involves a trainer providing instruction in a lecture
format. Trainees learn crucial skills needed for their
jobs, get to know their job responsibilities and have
the opportunity to get their questions answered by
experts. In addition, classroom lectures may teach
trainees the administrative or management
aspects of their job, make them aware of certain
procedures or provide them with instruction on a
certain subject matter.
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Simulation Exercises -
Artificial Environment
An exercise is a practice activity that An exercise is a practice activity that places participants in a
simulated situation places participants in a simulated situation requiring them to function in the
capacity requiring them to function in the capacity expected of them in a real event.
Management
Management In-Basket
Case Study Role playing Development
Games training
programme
MDP – Management 43
Development Programme
» Management Development is the process by which
managers acquire not only skills and competency in
their present jobs but also capabilities for future
managerial tasks of increasing difficulty and
scope.
-Edwin Flippo.
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Objectives of MDPs
» Accomplishing the corporate goals of the
organisation
» Ensuring Internal Consistency in the
organisational Philosophy.
» Better Integration of various Human Resources
activities
» Promoting Transparent, dynamic and
democratic Management Practices
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Significance of MDPs
Awareness of Best practices among
Managers
Ensuring better leadership behaviour
Prioritizing and optimizing Resources of the
organisation
Assess and develop skills of the managers
and assist them in building strengths
Coping with Rapidly changing environment
To keep in place a proper Succession Plan
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Process of Management
Development
Evaluating the Evolving
Assessing the
skills and strategies for
company’s
competencies of development of
Strategic Needs
the managers managers.
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Methods of MDPs
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Mentoring
» Teaching by an intelligent and trusted guide and
advisor
» Mentors provide coaching, counselling and
challenging assignments
Improves career skills
Career Advancements
More interests and motivation in job.
Ego and personality clash
Difficult for senior managers to take out
time
Conservative attitude
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Business Games
» Interesting Environment for the for the trainees to
learn.
» Extensive use of Computer programmes
» Executives learn to take decisions without the fear of
Consequences.
» Also, they are able to evaluate the impact of their
decisions on others.
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Coaching
» Working directly under the Coach/ senior manager
Coaching
Formal Informal
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Behaviour Modelling
• Imitation of Behaviour
• Firstly the employee is taught
the correct way to do a task,
then they are encouraged to
do the same.
• One of the most appreciated
method psychologically.
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In- Basket Training
Training of employees to prioritize the situations that
demand their responses.
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Action learning
» Working out the problem of other
department other than their own
department.
Allotment of
ambitious business
Picking the team of Providing intense
problem which
trainees analysis time
exceed normal areas
of trainees
Senior manager
reviews the solutions Assigning adequate
and share their time to discuss the
opinions with the problems
trainees
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University based
Programme
» Executive Programmes provided by
universities
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In house development
centres
» Corporate Universities
» Offering those courses which are
exactly matching needs of
development of executives/
Managers
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Role of Human Resource Manager
As a Specialist
• As an Information Source
• As a Change Agent
• As a Controller
• As a Liaison Man
• As a Housekeeper
• As a Fire Fighter
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Executive Orientation
• On-board Development – for new managers in learning firm’s
structure , culture and practices .
• Educating managers about the intricacies of the administration.
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Executive Orientation
• On-board Development – for new managers in learning firm’s
structure , culture and practices .
• Educating managers about the intricacies of the administration.
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Role of Human Resource Manager
As a Specialist
• As an Information Source
• As a Change Agent
• As a Controller
• As a Liaison Man
• As a Housekeeper
• As a Fire Fighter