TRAINING

• Training is an activity leading to skilled behavior, teaching employees the basic skills
they need to perform their jobs. The heart of a continuous effort designed to improve
employee competency and organizational performance.

• Training typically focuses on providing employees with specific skills or helping those
correct deficiencies in their performance.

• It is a short-term learning process that involves acquiring knowledge, sharpening skills,

concepts, rules, or changing attitudes and behaviors to enhance the performance of
employees.
TRAINING DEFINITIONS
• Some important definitions of training are as under.

• According to Garry Dessler, “Training is the process of

teaching new employees the basic skills they need to

perform their jobs.”

• According to Jack Halloran, “Training is the process of

transmitting and receiving information related to

problem-solving.”
TRAINING DEFINITIONS
• Edwin B. Flippo Said, “Training is the act of increasing the knowledge and
skills of an employee for doing a particular job.”
• In the words of Dale S. Beach, “Training is the organized procedure by
which people learn knowledge and improve skill for a definite purpose.”
• In the words of Michael J. Julius, “Training is a process by which the
aptitudes, skills, and abilities of employees perform specific jobs are
increasing.”
STEP NO. 1
1- DECIDE IF TRAINING IS NEEDED
• To compete effectively, firms must keep their employees • The overall purpose of the assessment phase is to determine
well trained. The first step in the training process is a if training is needed and, if so, to provide the information
basic one, to determine whether a problem can be solved required to design the training program.
by training.
• Training is conducted for one or more of these reasons:
• The first step in the training process is to determine
• required legally or by order or regulation,
Training needs
• to improve job skills or move into a different position,

• for an organization to remain competitive and profitable.

STEP NO. 2
• Determine What Type of Training is Needed
• The employees themselves can provide valuable information on the training they need.

They know what they need/want to make them better at their jobs. Just ask them!

• Also, regulatory considerations may require certain training in certain industries and/or

job classifications.

• Once the kind of training needed has been determined, it is equally important to

determine what kind of training is not needed.

• Training should focus on those steps on which improved performance is needed. This

avoids unnecessary time lost and focuses the training to meet the needs of the employees.
STEP NO. 3
• Identifying Goals and Objectives
• Once the employees’ training needs have been identified, employers can then prepare for
the training.

• Clearly stated training objectives would help employers communicate what they want
their employees to do better or stop doing!

• Learning objectives do not necessarily have to be written, but they should be clear and
thought out before the training begins for the training to be as successful as possible
STEP NO. 4
• Implementing Training
• Professionals should conduct training with knowledge and expertise in the given subject area.

• Nothing is worse than being in a classroom with an instructor who does not know what they

are supposed to be teaching! Use in-house, experienced talent, or an outside professional best

option.

• The training should be presented so that its organization and meaning are clear to employees.

An effective training program allows employees to participate in the training process and

practice their skills and/or knowledge.

• On the job: Training is administered at the actual work site using the actual work equipment

• Off the job: Training is administered away from the actual work site. It may be any

prominent hall room or auditorium, but the required training environment equipment and

materials should be available or arranged.

STEP NO. 5
• Evaluation of the Training Program
• One way to make sure that the training program is accomplishing its goals is by evaluating

the training by both the trainees and the instructors Training should have, as one of its

critical components, a method of measuring the effectiveness of the training.

Evaluations of the training program will help employers or supervisors determine the

amount of learning achieved and whether or not an employee’s performance has improved

on the job as a result

DEVELOPEMENT
• Development is concerned with the growth of employees in all respects. It

is the process by which managers or executives acquire skills and

competency in their present jobs and also capabilities for future tasks. The

purpose of development is imparting advanced knowledge and

competencies among the employees.

• Development is a continuous process of building competencies of

employees and thus facilitating their overall development. The term is

generally used in relation to managers or executives and is described as

‘management development’ or ‘executive development’.

FUNCTIONS OF HRD
• 5 Key Functions of Human Resource Development

• Strategic talent sourcing and acquisition.

• Education-oriented employee benefits.

• Performance measurement and management.

• Formal learning and development programs.

• Internal mobility and succession planning.

• Assess internal and external talent potential.

HUMAN RESOURCE DEVELOPEMENT
• Human resource development is the process of assisting employees in a

certain organization to improve their personal and organizational skills,

their abilities and use of knowledge. This includes helping them

through taking them for training, career development courses,

organizational and performance management. According to Joy-

Matthews, Megginson, Surtees (2004), the main aim of human resource

development is to develop an advanced workforce that will enable the

organization to achieve its goals and offer the best to its customers .
Human resource development can be done form within the organization or
from outside the organization. It can also be done formally such as a planned
organization change, offering classroom training to employees or taking them
through a certain college course, or informally where a manager may decide to
coach the employees on a particular issue. Human resource development in
any organization is the role of human resource management.
DEVELOPEMENT
• Development is the aspect of creating opportunities that may

facilitate the employees to grow. This does not necessarily focus on

improving the skills but on offering general knowledge and

changing the attitude of the employees so that they can handle

higher positions. Most of developmental activities are not offered on

compulsory by the management but are in most cases on voluntary

basis. The main aim of training and development is to add value to

its human resources so that the organization can achieve its purpose.