Final Training

Training

Human Resource Development A set of systematic and planned activities

designed by an organization to provide its members with the necessary skills to meet current and future job demands.

Human Resource Development

Training Development Career Planning Career Development Performance Appraisal

Training Any planned effort designed to facilitate the

acquisition of relevant skills, knowledge, and/or attitudes (values) by organizational members.

Training & Development Training: Any attempt to improve employee performance on a

currently held job or one related to it. Development: It refers to learning opportunities designed to help

employees grow. Such opportunities do not have to limited to improving employees performance on their current jobs.

Training vs. DevelopmentFocus: Training: Learn Specific behaviour & Actions Development: Understand Information ,concept &

context.Time Frame: Training: Short Term Development: Long Term Effectiveness measure: Training: Performance Appraisal, Cost Benefit

Analysis, Passing Tests Development: Qualified people available when

needed, Promotion from within possible.

Is Training the Answer?

Problem?Identify Discrepancy

Important?

Could theydo it if theirlife dependedon it?

No (can’t do) Yes (won’t do)

Training/Placement Further Diagnosis

Improving Employee Performance Updating Managerial Obsolescence Preparing for Future Assignments Retaining & Motivating Employees Creating an Efficient & Effective Organization

Training Objectives

Areas of Training Company Policies & Procedures Skill Based Learning Human Relation Learning Problem Solving Learning Managerial & Supervisory Learning

New Employee Orientation or Induction

Supervisor introduces the job, departmental practices and expectations

HR teaches about the organization, mission, culture, overall policies and HR rules and procedures

Buddy or mentor follows up with further advice

Achievements of Effective Orientation

Achievements ofAchievements ofEffective OrientationEffective Orientation

Achievements ofAchievements ofEffective OrientationEffective Orientation

Co-WorkerCo-WorkerAcceptanceAcceptance

Co-WorkerCo-WorkerAcceptanceAcceptance

FavorableFavorableImpressionImpression

FavorableFavorableImpressionImpression

ProvidesProvidesInformationInformation

ProvidesProvidesInformationInformation

SocializationSocializationandand

IntegrationIntegration

SocializationSocializationandand

IntegrationIntegration

PerformancePerformanceandand

ProductivityProductivity

PerformancePerformanceandand

ProductivityProductivity

Model for training

Need Assessment Development Evaluation

Need Assessment

Needs Assessment It is a systematic ,objective determination of

training needs that involve conducting three primary types of analysis. These are:

1. Organizational Analysis2. Task Analysis3. Person Analysis

Methods of Gathering Data for Needs Assessment

Gathering Data Search of existing records Individual interviews Group interviews Questionnaires Performance tests Written tests Assessment centers Observation Collection of critical incidents Job analysis

Sources of

Training Needs

Assessment

Organizational Analysis Is the training consistent with the

organization’s goals, strategy, and culture? How will training impact other units? Which training effort should have priority?

Job and Task Analysis What tasks must be performed? What knowledge, skills, and abilities are

required to do these tasks? Which tasks must be trained, when, and

where?

Individual Analysis Who needs to be trained? What do these people already know about

job tasks? What is their level of basic skills? How varied are the trainees? How motivated are the trainees?

Development Of Training Programme

Learning A relatively permanent change in employees

behavior or knowledge that occurs as a result of practice.

Preconditions for Learning Trainee Readiness

prerequisite experience or background required basic skills

Trainee Motivation choice to attend training is relevant to career goals self-set goals for training performance

Self-efficacy Learners must believe that they can successfully

learn the training content.

Massed versus distributed practice Whole versus part learning: depends upon

complexity of the task and ability of learners

Overlearning Feedback

Some Learning Principles

Training Methods

Training Methods Origin Nature

Training Methods

Traditional Training Methods

On-the-job

Job rotation

Coaching

Workbooks/manuals

Classroom lectures

Technology-Based Training Methods

CD-ROM / DVD / Videotape/ Audiotapes

Videoconferencing/ teleconferencing/Satellite TV

E-learning or other interactive modules.

On the basis of Origin

Training MethodsOn the basis of Nature: Informational Methods Experiential Methods

Informational Methods Lecture Audio Visuals Programmed Instruction

Experiential Methods On-The-Job Training Computer Assisted Instruction Apprenticeship Programs Distant Learning Programs Equipment Simulations Games Role Playing Behaviour Modeling Case Studies

On-The-Job Training Relevance and trainee motivation are usually

high Trainers should be trained and use checklists

to assure nothing is missed Trainees should be assessed and certified

when competent

Stages of On-the-Job Training

On-the-job training Advantages:1. Less expensive2. Positive transfer Disadvantages:1. Perception of Trainers

Apprenticeship training is a structured process by which people become skilled workers through a combination of class room instruction & OJT’s.

Apprenticeship Training

Job Rotation Job Rotation is a method of training where the

trainee is placed on various jobs across different function across different functions in the organizations.

Advantages: reduces employee boredom, reduces dependence on specialized workers. Disadvantages: frequent moves may disrupt

life.

Vestibule Training or Stimulated Training

Training takes place on the actual or simulated equipment but are actually trained off the job.

Advantages: reduced pressure to maintain productivity Disadvantages: potential for negative transfer

Programmed instruction A systematic method for teaching job skills

involving presenting question or facts, allowing the person to respond, & giving immediate feedback on the accuracy of his answers.

Steps involved:1. Presenting questions2. Allowing the person to respond3. Giving immediate feedback

Simulation Exercise: Case Studies

Theoretical solutions may mesh with practical needs Business Games: simulate complex organizational environments Role Playing In-Basket Training

E-Learning Computer delivered training via CD-Rom, Company

intranet, Internet Satellite broadcast, virtual classrooms, webcast,

discussion groups May be

Synchronous (all participate at once) Asynchronous (learners work in their own time)

Advantages of E-Learning Quick delivery to many trainees on different shifts

and locations. Lower cost per student, reduced instructor travel,

and facility expenses In self-paced programs, learning may be faster on

average than for classroom training

Limitations on E-Learning Not well suited for teaching “soft” skills Little opportunity for trainees to learn from

each other “Blended learning,” a combination of e- and

classroom learning or skill practice opportunities, is often very effective

Training Programs in Retail/FMCG Sector Some of the training programs that are given in

the retail sector are: Sales Training On-the-Job Training Seminars/Workshops Customer Relationship Management Online Course Group Study Computer-Based Training Self-Directed Training

Case-1 A very brilliant marketing professional went to

Arab for the sale of his company’s soft drink. But he came back with no results. When asked about the failure of the mission, he answered that he prepared three cartoons.

Cartoon-1- Displaying a man looking exhausted and tired, is walking in desert in scorching heat.

Cartoon-2- Displaying the same man opening bottle and drinking the soft drink.

Cartoon-3- Displaying the man feeling alive and refresh again.

Though, his strategy was good, unfortunately fails because he was unaware that Arab people read from right to left.

Moral here is localization is a key to success.

Major barriers in the transfer of training to other countries:

Culture

Language

Social Structure

Training Evaluation

Training Evaluation Kirkpatrick’s standards for success

Reactions Learning Behavior Results

Evaluate Reactions Was the Employee satisfied with the workplace

education & did the employee complete it? Distribute & analyze Questionnaire Advantages1. Early reaction measures allow for mid-training

changes2. Good feedback on way course is taught and

trainee motivation Disadvantages1. Little relation to learning or outcomes2. feel-good sheets

Evaluate Learning Administer :1. Written tests2. Graded Tests 3. Performance Simulations Advantages

1. More direct assessment of accomplishment of earning objectives

2. More valid than reaction (self-report)3. Objective and quantifiable

Disadvantages Time and cost

Evaluate Behaviour Collect Performance Data from: Superior ,Peer ,Client, Subordinate Advantages:

measures transfer of training to job setting Good feedback for future needs assessment and

re-design Disadvantages:

Can’t control when or whether trainees will have chance to use new skills (opportunity bias)

Evaluate Results Measures accident ,quality, turnover, morale

etc. Advantages

Cost-benefit analysis. Disadvantages

Outcomes are multi-determined - difficult to show relation between training and outcomes

Training Evaluation Cost-Benefit Analysis

A comparison of costs and benefits associated with organizational training efforts

Return on Investment (ROI) Analysis

Benchmarking Comparison of internal training with

training done in other organizations

Evaluation Designs One-Shot Posttest-Only Design One-Group Pretest-Posttest Design Multiple-Baseline Design Pretest-Posttest Control-Group Design

Issues affecting training Workforce more diverse

Attrition

Downsizing

Organizational involvement

There are a lot of things that go into being a college professor. You’ve had some good ones, and some bad ones, I’m sure. How would you go about designing a training program to develop someone into a good college professor?

Discuss the following ?

Domino’s Pizza

Domino’s Pizza was interested in determining whether or not a new employee could learn how to make a pizza using a computer based training method (CD-ROM). The CD-ROM application addresses the proper procedure for massaging a dough ball and stretching it to fit a 12 inch pizza pan. Domino’s quality standards emphasize the roundness of the pizza, and even border and uniform thickness of the dough. Traditionally, on-the-job training is used to teach new employees how to stretch pizza dough to fit the pizza pan.

What outcomes or criteria should Domino’s measure to determine if CD-ROM training is an effective method for teaching new employees how to stretch pizza dough to fit a 12 inch pan? Who would be involved in the evaluation?

Describe the evaluation design you would recommend that Domino’s use to determine if CD-ROM training is more effective that on the job training.

Questions?