Transcript
Training
Organized activity which aims at imparting information and/or
instructions to improve the recipient's performance or to help him
or her attain a required level of knowledge or skill.
Need of Training
• Changing Technology• Improving Productivity• Demanding customers• Improved motivation• Accuracy of output• Better Management
Scope of Training Needs
• At
the level of all individuals
• Specific groups in an organization
• Particular individuals in an organization
Process of Training
Types of Skill Training
Soft Skill Training
communication skills
conflict resolution and
negotiation
personal effectiveness
creative problem solving
strategic thinking
Customer relations etc
Hard Skill Training
facility with spreadsheet
typing
proficiency with software
applications
operating machinery
Software development
( technical skill) etc
forms of Training
Skill Training
Technical Training
Refresher Training
Continue:
Cross Functional Training
Team Training
Creativity Training
Continue:
Diversity Training
Literacy Training
Ethics Training
Continue:
Behavioral Training
Functional Training
Selection of Trainers Identity trainers competencies
Behavior based interview with human resource
Candidate presentation
Select trainers
Selection of Trainers
• Identify Trainer Competencies
The competencies are the foundation upon which trainer
candidates are evaluated, selected, and trained. These
competencies can be used as is, or can be customized to fit
organization’s particular environment.
• Behavior-Based Interview
Behavior-Based Interview with Human Resources
behavior-based questions are those which relate directly to the
identified trainer competencies.
Continue:• Candidate Presentations
All candidates who pass the Behavior-Based Interview with HR
will proceed to the next phase of the interview process – the
presentation. The candidates will be required to present training
module to a panel.
• Selection
Based upon the results of the Behavior-Based Interview and the
Candidate Presentations, the qualified candidates are selected
and sent on to the next Phase of the process – Train-the-Trainer
Instruction.
Types of Training
Technical Training
Functional Training
Behavioral Training
Behavioral Training•Behavioral methods are more of giving practical training to the trainees.
•This methods are best used for Skill Development.
Methods of Behavioral training
games and simulation:
Games is defined as spirited activity or exercise in which trainees
compete with each other as per stated set of rules
Simulation is creating computer versions of real life games( it is
about imitating or making judgment how events might occur in a
real life situation )
Behavior Modeling• In this Method some kind of process or behavior is videotaped and
then is watched by the trainees.
• The trainees first observe the behavior modeled in the video and
then reproduce the behavior on the job
Technical Training
• Computer Training
• Knowledge training
• Safety Training
• Quality TrainingOften specific to a job, process or a piece of equipment, but also can
be more general.
Level of Technical Training:-• Basic • Intermediate • Advanced
Basic:To prepare entry level employees to perform the basic functional
responsibilitiesIntermediate:On the job training in General Procedures, Methods and Tools.Advanced : Machinery / Process specific training
Functional Training• When a training is been given to a trainee specifically which sticks up
to his concern department in which he works is Functional Training.
• For example, a group of marketing people generally "speak the same
language," and they have a solid understanding of what their
department is trying to accomplish.
Cross Functional Training• Training employees to perform a wider variety
of tasks in order to gain:• Flexibility in work scheduling• Improve co-ordination
Training
effectiveness
Training effectiveness is the degree to which trainees are able to learn and
apply the knowledge and skills acquired during the programme.
influenced by the attitudes, interests, values and expectations of the
trainees and the training environment.
more effective when the trainees want to learn, are involved in their
jobs and have career plans.
Contents of training programme, and the ability of trainers also
determine training effectiveness to a certain extent
Some of the criteria to measure training effectiveness are the trainees’
reactions, their extent of learning, improvement in job behavior, and the
results at the job.
Administering Pre and Post Assessments
• Remember the key steps:– Decide what you want to measure.– Select or develop the assessment tool you want to use to collect data.– Establish the pre-post assessment period.– Analyze and interpret the data– Report findings to your department– Use the data to improve and develop your program
Evaluation Process - I
Conduct a need analysis
Developing measurable learning outcomes and analyze transfer of training
Develop outcome measures
Choose an evaluation Strategy
Plan and execute evaluation
Evaluation Process - II
Step 1: Identify the Purposes of Evaluation• Before developing evaluation systems, the purposes of
evaluation must be determined.
Step 2: Select Evaluation Method• Kirkpatrick’s four levels of evaluating training programs
Reaction, learning, behavior, and result
Step 3: Design Evaluation Tools• Questionnaire• Pre/Post Test• Impact Survey
Step 4: Collect Data
The trainer has to collect the data of evaluation form from the trainee and their feedback performs a high scale in the analysis of pre training performance and post training performance of the trainee himself and the overall calculation of benefit of conducting the training programme.
Step 5: Analyze and report the result
Finally the trainer along with the HR team creates the result or outcome of conducting the training programme, by which a proper action is been taken for improvement in the same.
Pre Training Evaluation
When a questionnaire/ form is made filled up by the trainee
before conducting the training programme as a source of
gaining the requirements of trainee for their training
( showcasing by the trainee which skill he lacks)
This allows the trainer to conduct the training session as per the
requirement of the trainees and organization
Post training evaluation
• When a questionnaire/ form is made filled up by the
trainee after conducting the training programme as a
source of gaining the knowledge and benefit that they
have acquired through the means of attending the
training programme
• This allows the trainer to make analysis of how effective
the training was and has it been performed as per the
planning
Changing trends in training
• changed from training individuals to training teams of people, comprising of
members across the hierarchies.
• an inter-group learning character.
• a part of a higher-end corporate relearning exercise.
• Socio-technical systems are influencing the training processes in
organizations.
Continue:
• Diversity Training
• Retraining
• making a learning organization into a learning system.
Kirkpatrick Model of training Effectiveness
Before Training
It deals with getting the participants' managers to conduct a pre-course
briefing with each participant. If they do not know how, show them.
This briefing is the place for each manager to introduce discussion
about how the principles, techniques and skills learned will be applied
practically once the participant returns from the training event. Their
manager is also in the best position to ensure that participants have
completed any pre-requisite reading or exercises. Most important of
all, the pre-course briefing sends a powerful message that the
organization cares about the employee's development and is serious
about seeing the benefits of training.
During Training
For training to be effective, the fundamentals of training design will need to
have been followed. These basics include selecting the right trainees,
matching performance objectives to organizational outcomes, delivering at
the right time and choosing the appropriate methods and delivery modes.
In addition, the following four points need to be kept in mind during the
conduct of the training sessions.
Goal Orientation
Real Work Relevance
Practice
Interpersonal Interaction
After Training
Transferring skills to the workplace at the conclusion of the
training program begins with a post-course debriefing.
Continuing on from the pre-course briefing, get participants'
managers to review with the participants the content of the
training and the participants' experiences. The post-course
debriefing is an ideal juncture at which to identify, plan and
agree with the employee where the skills will be applied and to
set specific goals for their application.
Training Effectiveness should address 3 categories:
Training Activities
Evaluation Activities
Training Effectiveness indicator
Training Organization In India
• OUTREACH • Guru Prevails• SIEGER training• Teamlease• Empower Activities Camp• Maven• Enroot training• Core Excellence• MMM training solutions
(Mumbai)• New horizons (IT)• XLpro
• ITIL Training Organization• Info school• Vriddhi ( IT )• Indo German Training
Centre• Ohana• Myndpower training
consultant• STEP consulting• Mitesh Khatri• Acreaty• Spark
Training Organization In Mumbai
• Mind flex training • Aptech learning solution• St. Angelo’s Corporate
Training Solutions• Talenthome solutions• L.R. Associates Private LTD• Skillhike• Grotal
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