Introduction The core concept of human resource management is working with people in an organisation in a conducive and cordial environment. Turning workers into assets, getting the best of productivity from them, emphasis on inter-personal communication, assertiveness with a dignity and overall looking at the gains of an organisation as an entity. In generic terms, human resources can be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organisation’s workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organisation. Human resources are very valuable to an organisation. It is their intrinsic inherit qualities, which determine the growth and sustainability of an organisation. The ability to deliver results, the keenness to fulfill assigned responsibilities, the camaraderie between co- workers, the pledge towards their integrity for the organisation, etc. defines the worthiness of human resources. Even in an age where the robotic science has revolutionized the mechanism of production management, the need for human resources still exists. It is an indispensable resource for an organisation. Technology may be a convenience but it still does require human inputs to a large extend. The human resource management Project on “the Study of Training Program” at PETL by Kosha Vora 1
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Introduction
The core concept of human resource management is working with people
in an organisation in a conducive and cordial environment. Turning
workers into assets, getting the best of productivity from them, emphasis
on inter-personal communication, assertiveness with a dignity and overall
looking at the gains of an organisation as an entity. In generic terms,
human resources can be defined as the total knowledge, skills, creative
abilities, talents and aptitudes of an organisation’s workforce, as well as
the values, attitudes, approaches and beliefs of the individuals involved in
the affairs of the organisation.
Human resources are very valuable to an organisation. It is their intrinsic
inherit qualities, which determine the growth and sustainability of an
organisation. The ability to deliver results, the keenness to fulfill assigned
responsibilities, the camaraderie between co-workers, the pledge towards
their integrity for the organisation, etc. defines the worthiness of human
resources. Even in an age where the robotic science has revolutionized the
mechanism of production management, the need for human resources still
exists. It is an indispensable resource for an organisation. Technology may
be a convenience but it still does require human inputs to a large extend.
The human resource management has become essential for progressive
environment for an organisation. In an organisation human resources are
structured at different levels and a continuous two-way communication is
constantly established. One needs to understand the potential of human
resources for any organisation and by and large organisations dedicate a
separate division, which caters to the needs of human resource
management.
Humans are an organisation's greatest assets; without them, everyday
business functions such as managing cash flow, making business
transactions, communicating through all forms of media, and dealing with
customers can not be completed. Humans and the potential they possess,
drives an organisation. Today's organisations are continuously changing.
Organisational change impacts not only the business but also its
employees. In order to maximize organisational effectiveness, human
potentials, individuals' capabilities, time, and talents must be managed.
Project on “the Study of Training Program” at PETL by Kosha Vora 1
Human resource management works to ensure that employees are able to
meet the organisation's goals.
"Human resource management is responsible for how people are treated in
organisations. It is responsible for bringing people into the organisation,
helping them perform their work, compensating them for their labours, and
solving problems that arise". There are seven management functions of a
human resources (HR) department that will be specifically addressed:
staffing, performance appraisals, compensation and benefits, training and
development, employee and labour relations, safety and health and human
resource research. From the different functions mentioned here, we are
going to study the Training and Development function of Human Resource
Department in detail.
Training consists of an organisation’s planned efforts to help employees
acquire job-related knowledge, skills, abilities and behaviours, with the
goal of applying these on the job. In simple words, training and
development refers to the imparting of specific skills, abilities, and
knowledge to an employee. A formal definition of training and
development is determined as follows:
“It is any attempt to improve current or future employee performance by
increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and
knowledge.”
A training program may range from formal classes to one-on-one
mentoring, and it may take place on the job or at remote locations. No
matter what its form, training can benefit the organisation when it is linked
to oraganisational needs and when it motivates employees.
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Company Profile
Premium Energy Transmission Limited is part of a large conglomerate -
The B M Thapar Group. Major group of companies includes Grompton
Greaves, Greaves Cotton Ltd., Bellapur Industries, etc. The Premium
Energy Transmission Limited (PETL) pioneered in manufacturing
gearboxes for sugar industries, marine industry, lift machines, windmills,
mining industries and fluid couplings.
The first manufacturing unit under the name of David Brown Greaves
(India), a pioneering venture in the field of gearboxes in India was
established in 1960 at Pune, Maharashtra. Premium Energy Transmission
Limited took over the power transmission business from Greaves Cotton
Limited with effect from July 1, 2004.
The second unit started its operation in the year 1993 at Falta - near
Kolkata. This unit manufactures worm/helical and application specific
gear units. The third unit located at Aurangabad, Maharashtra
manufactures Pembril Fluid Couplings and geared motors and fourth unit
also in Aurangabad, manufactures auto components.
All the Units manufacturing gearboxes and fluid couplings are ISO 9001
certified for many years, supplying quality power transmission products to
various developed countries like UK, Australia, China, Germany,
Indonesia, SAARC Countries, Zambia, Malaysia, Singapore, South Africa,
Gulf countries.
PETL has sales and service offices all over India and caters to the overseas
requirements through their dealer network. Qualified and experienced
application engineers are deployed all over India to provide Total Power
Transmission Solutions.
Guiding PETL’s quest for excellence, global expansion and directs the
day-to-day operations is the eminent Board of Directors Headed by
Project on “the Study of Training Program” at PETL by Kosha Vora 3
The Chairman -Mr. B. M. Thapar
Chief Operating Officer and Vice President -Mr. M. S. Chugh
The Company Secretary & Chief Financial Officer -MR.R.T.Goel
Manufacturing Units
PETL Unit-I
Old Bombay-Pune Highway,
Chinchwad, Pune-411 019
PETL Unit-II
Falta Industrial Estate,
Sector III, Falta, 24 Parganas (South)
West Bengal- 743564
PETL Unit-III
C-56/57 MIDC Industrial Area,
Chikhalthana, P.B.No. 779
Aurangabad-431210
PETL Unit-IV
31-P, MIDC Industiral Area,
Chikhalthana, P.B.No. 779
Aurangabad-431210
Product Line
The company manufactures a wide range of custom Built Industrial
Gearboxes. The Gearboxes are famous for their quality. At present
following types of gear boxes are manufactured by the company
Products
1. Worm Gear Boxes - Cast Iron Series
Aluminum Range
2. Helical Gear Boxes - STD, Helical and
Bevel Gerabox
Project on “the Study of Training Program” at PETL by Kosha Vora 4
SPL. APL. Helical
and Bevel Gearbox
3. Geared Motors - Duro Drivers
Premium Intelli
Power
4. Fluid Coupling and other Couplings - Fluid Coupling
Gear Coupling
Cone Ring Flexible
Coupling
5. Planetary Gearbox - Standard Planetary
Gearbox
Special Application
Planetary Gearbox
6. Eddy Current Drive
7. Transmission Gears
Application of Products
The above-mentioned products are used in:
Mixers
Crushers
Cranes
Elevators
Drives Thickeners
Fin Cooler
Cooling Towers
Conveyors
Applications in Major Industries
Sugar Industry
Cement Industry
Steel Industry
Paper Industry
Mines and Minerals Industry
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Plastic Industry
Food and Tobacco Industry
Power Plants
Windmills
Chemical Industry
Textile Industry
Rubber Industry
Thermal Power Plants
Waste Water Treatment Plants
Financial Overview
PETL has a financial turn over of approximately 300 crores. PETL
specializes in handling the critical issues of sourcing and managing of
funds and acts as the window to the outside world by addressing statutorily
requirements, preparing and publishing the performance statements of the
company which are true indication of the Company’s image building
exercise.
Research and Development
Research and Development forms an integral part of corporate strategy to
provide in-house support to operation and development of new product
with focus or technology absorption, cost reduction in various plants,
improvement of yield, quality of the end products, reduction of waste and
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changing market needs. A strong team of highly qualified experienced
personnel in Research and Development are grouped with PETL.
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Vision
“ We will be the Leader
In Providing Mechanical Transmission Solutions and
Become a Global Player by 2010”
The Leader
In Sales
In Market Share
Enhancing Stakeholders Value
Quality, Cost, Delivery, Service
Range and Innovative Products
Global Player
Globally dispersed manufacturing
At least one factory outside India by 2010
Globally dispersed Souring
At least from five countries by 2010
Globally dispersed Marketing
At least in 10 countries with minimum sales
Of USD 2 million per country by 2010
Quality Policy
“ The Quality Policy of PETL shall be to
Design, manufacture and market products and services
At competitive costs of such quality which results in
Customer’s total satisfaction and product leadership.
We shall continuously strive for the
Implementation of this Quality Policy
Through a process of innovation and improvement
Of out products and systems.”
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Human Resources Management at PETL
The PETL is a large industry which has multiple industrial products. It
looks forward to complete customer satisfaction through providing best
quality products. It has grown in its policies to keep up with changing
times and has implemented newer management policies as and when
required.
PETL does not only strive for better product and consumer satisfaction, it
takes equal responsibility to improve the working conditions of its
employees as well as the work environment.
To assist its employees in growth and productivity all possible tools and
technologies are implemented from time to time. PETL practices lateral
thinking and core competency to achieve better results. It empowers its
workers through training inputs and motivation to do so. It has a very well
defined management and human relations policy. It takes very good care
of its employees through its well planned and structured financial
compensation for work done. It has perks and requisites relevant to the
scale in which an employee falls in.
Mission
PETL is driven by desire to become the best employer, firmly believes in
building careers and not merely in providing a job, so company’s Human
resource objective is
“To strive to establish PETL as a preferred employer.”
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HR Policies and Practices at PETL
The primary function of the HRD is recruitment, maximizing output and
retaining. Appraisals are done on annual basis. Based on the appraisal
results incentives are decided. An appraisal result ranging between 75% to
85% is considered excellent. Awards and rewards are rendered to
deserving employees based on their performance and output. The company
also has a policy of taking action against the misconduct of employees
which is deterrent to the company’s growth as well as the working
atmosphere. Informal counseling is provided wherever necessary to the
employees. Very strong methods and approaches are practiced to
consciously drill reform paths within employees who are under the
purview of misconduct.
Workers facing or causing problems are observed by the company to know
the actual cause. Reasons for performance dissatisfaction of an employee
can be - monetary, family problems, no work satisfaction or dispute with
colleagues.
For any of the above reasons the company tries its level best to find
solutions. The company gives a thought towards problems if they are
monetary and tires to solve by way of salaries and perks within the
permissible limits. This is only done if productivity loss is noticed because
of an employee. If an employee is in dire-straits than as a special case soft
loans or advances are put in consideration. For this the organisation is
running the employees credit society on a non-profit basis. Every year
company also provides all study material for employee’s children’s.
Although the company’s policy on paper are one which are governed by
all the statutory Laws and Acts laid down by the Government of India, the
actual relationship on the floor is very humane and a considerate one. The
workers are united under the umbrella of their union- Greaves Cotton and
Allied Companies Employees Union. The union is a registered entity. A
sense of co-operation prevails right from the unskilled labor to the very
high management level. Issues do come up from the management side as
well as from the workers side. A very conscious effort is made by the
management to thrash issues amicably and through dialogue. Most oftnely
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a consensus is reached between the union and management. Strikes and
protest have never been reported. Even when issues are raised it is seen
that man hours are not lost and production does not suffer.
Staff Strength
The employee strength of the company is approximately 701. The
structure of the employees is as follows:
Permanent workers and Staff 219
Senior Management Cadre and Middle Management Cadre 28
Junior Management Cadre 107
Temporary Staff and Apprentices 206
Trainees (On-the –Job) 141
PETL is capital-intensive unit. As such it employs around 700 employees;
considering and comparing number of executives and workers, the
employee pyramid appears to be top heavy. The company employs:
Project Engineering Section 23
Industrial Engineering Section 14
Finance Section 12
Manufacturing Section 571
Quality Control Section 49
Procurement Section 14
The reason for this is the company requires a higher level of employee’s
strength in concept and production designing. The intrinsic nature of the
company to develop high performance products through in-house know-
how and indigenously developed scientific methods justifies the need for
the upper level strength.
Organisational Structure
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The factory is situated at Old Bombay-Pune Highway, Chinchwad,
Industrial Area which is 25 kms. from Pune city and is part of Pune
District.
The organisational structure is best explained in the following manner.
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Organisational Sturcture
Project on “the Study of Training Program” at PETL by Kosha Vora
Chairman
ChiefOperating
Officer
GeneralManager
Head ofthe
Department
SeniorManager
Manager
DeputyManager
13
Objective of the Study
The objective of the study is to get the field level experience
about particular company’s Training and Development Policies
Understanding the company’s perspective related to the
training needs of the employees for the development and the
organisational growth
To get essence of how much the company respects the
employee as a human potential to achieve productivity targets
and at the same time the methodology the company has on
paper, to achieve the same through training the employees
To know the opinion of the employees regarding orgainsation’s
approach towards system, cultural and behavioural aspects.
Project on “the Study of Training Program” at PETL by Kosha Vora
AssistantManager
Superintendent
Officer /Engineer
14
Introduction
The nature of the modern business environment makes training more
important today than it ever has been. Rapid change, especially in the area
of technology, requires that employees continually learn new skills, from
the use of robots to collaboration on the Internet. The new psychological
contract has created the expectation that employees invest in their own
career development. Employees with this expectation will value
employment at an organisation that provides learning opportunities.
Growing reliance on teamwork creates a demand for the ability to solve
problems in teams, an ability that often requires formal training. The
diversity of the population, coupled with the globalisation of business,
requires their employees be able to work well with people who are
different from them. Successful organisations often take the lead in
developing this ability.
Training and Development
With training so essential in modern organisations, it is important to
provide training that is effective. An effective training program actually
teaches what it is designed to teach, and it teaches skills and behaviours
that will help the organisation achieve its goals. Training programs may
prepare employees for future positions in the organisation, enable the
organisation to respond to change, enhances worker safety, improve
customer service and product design, and meet many other goals. To
achieve those goals, HR professionals approach training through
instructional design - a process of systematically developing training to
meet specified needs.
“Training focuses on learning the skills, knowledge, and attitudes required
to initially perform a job or task or to improve upon the performance of a
current job or task, while development activities are not job related, but
concentrate on broadening the employee's horizons. Education, which
focuses on learning new skills, knowledge, and attitudes to be used in
future work, also deserves mention.”
The need for training and development is determined by the employee’s
performance deficiency, computed as follows:
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Training and development needs = Standard performance – Actual
performance
We can make a distinction among training, education and development.
Such distinction enables us to acquire a better perspective about the
meaning of the term training, which refers to the process of imparting
specific skills. Education, on the other hand is confined theoretically
learning in classroom.
To distinct more, the training is offered in case of operatives whereas
development programs are conducted for employees at higher levels.
Education however is common to all the employees. Performance
appraisals not only assist in determining compensation and benefits, but
they are also instrumental in identifying ways to help individuals improve
their current positions and prepare for future opportunities. As the
structure of organisations continues to changes through downsizing or
expansion, the need for training and development programs continues to
grow. Improving or obtaining new skills is part of another area of HRM,
known as training and development.
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Inputs in Training and Development
Any training and development program must contain inputs, which enable
the participants to gain skills, learn theoretical concepts and help acquire
vision to look into the distant future. The inputs of training and
development are as follows:
Skills
Education
Development
Ethics
Attitudinal Changes
Decision making and problem solving skills
Skills
Training is imparting skills to the employees. A worker needs skills to
operate machines, and use other equipments with least damage and scrap.
This is basic skill without which the operator will not function.
There is also a need of motor skills or psychomotor skills as they are refer
to performance of specific physical activities. These skills involve learning
to move various parts of their body in response to certain external and
internal stimuli. Employees particularly like supervisors and executives,
need interpersonal skills mostly know as people skills. These skills help a
person understand one-self and others better and act accordingly.
Examples of interpersonal skills include listening, persuading and showing
an understanding of others feelings
Education
The purpose of education is to teach theoretical concepts and develop a
sense of reasoning and judgment. Any training and development program
must contain an element of education is well understood by the HR
specialist.
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In fact, sometimes, organisations depute or encourage employees to do
courses on a part time basis. Chief executive officers (CEO’s) are known
to attend refresher course conducted in many Business Schools. Education
is more important for managers and executives than for lower-cadre
workers.
Development
Another component of a training and development program is
development which is less skill oriented but stress on knowledge.
Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is
useful for better management of a company.
Development program should help an employee to be a self-starter, build
sense of commitment, motivation, which should again helps him being
self-generating. It should make their performance result oriented and help
them in being more efficient and effective. It should also help in making
the employee sensitive towards the environment that is his work place and
outside. This program should keep the employee aware of him i.e. his
potentials and his limitations. Help him see himself as others see him and
accept his self-image as a prelude to change. It helps teach an individual to
communicate without filters, to see and feel points of view different from
their own. Also helps them understand the powers in their hands and
thereby develop leadership styles which inspire and motivate others. And
finally helps install a zest for excellence, a divine discontent and a nagging
dissatisfaction with the status quo.
Ethics
There is a need for imparting greater ethical orientation to a training and
development program. There is no denial of the fact that ethics are largely
ignored in businesses. They are less seen and talked about in the personnel
function. This does not mean that the HR manager is absolved if the
responsibility. If the production, finance or marketing personnel indulge in
an unethical practices the fault rest on the HR manager. It is his/her duty to
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enlighten all the employees in the organisation about the need for ethical
behavior.
Attitudinal Changes
Attitudinal represents feelings and beliefs of an individual towards others.
Attitudes affect motivation, satisfaction and job commitment. Negative
attitudes needs to be converted into positive attitudes. Changing negative
attitudes is difficult because of
Employees refuse to change
They have prior commitments and
Information needed to change attitudes may not be sufficient.
Attitude must be changed so that the employee feels committed to the
organisation and give better performance.
Decision-making and problem solving skills
Decision-making and problem solving skill focus on methods and
techniques for making organisational decision and solve work related
problems. Learning related to decision making and problem solving skills
seeks to improve trainee’s abilities to define and structure problems,
collection and analysis of information, generate alternatives. Training of
this type is typically provided to potential managers, supervisors and
professionals.
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Importance of Training and Development
Companies derive competitive advantage from training and development.
Training and development offer competitive advantage to a firm by
removing performance deficiencies; making employees stay long;
minimizing accidents, scraps and damage; and meeting future employee
needs. Through training there is greater stability, flexibility and capacity
for growth in an organisation. The organisation, which devotes itself to
traning and development, enhances HR capabilities and strengthens its
competitive edge. At the same time, the employee’s personal and career
goals are furthered, generally adding to his or her abilities and value to the
employer. We can classify the benefits of training in the following three
categories.
A. Benefits for the organisation
B. Benefits for the individual
C. Benefits for personnel and human relation, intra group
and internal group relation and policy implementation
A. Benefits for the Organisation
Leads to improved profitability and more positive
attitudes towards profit orientation
Improves the job knowledge and skills at all levels
of the organisation
Improves the morale of the workforce
Helps people identify with organisational goals
Helps create a better corporate image
Fosters authenticity; openness and trust
Improves relationship between boss and
subordinates
Aids in organisational development
Aids in understanding and carrying out
organisational policies
Provides information for future needs in all areas of
the organisation
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Aids in handling conflict, thereby helping to prevent
stress and tension
Helps keep costs down in many areas
Develops a sense of responsibility to the
organisation for being competent and
knowledgeable
Organisation gets more effective decision-making
and problem-solving skills
Aids in developing leadership skills, motivation,
loyalty, better attitudes and other aspects that
successful workers and managers usually display
B. Benefits for the Individual
Helps the individual in making better decisions and
effective problem solving
Through training and development, motivational
variables of recognition, achievement, growth,
responsibility and advancement are internalized and
operationalised
Aids in encouraging and achieving self-
development and self-confidence
Helps a person handle stress, tension, frustration and
conflict
Provides information for improving leadership,
knowledge, communication skills and attitudes
Increases job satisfaction and recognition
Moves a person towards personal goals while
improving interactive skills
Satisfies personal needs of the trainer and trainee
Provides the trainee an avenue for growth and a say
in his own future
Develops a sense of growth in learning
Helps a person develop speaking and listening
skills; also writing skills when exercises are
required
Helps eliminate fear in attempting new tasks
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C. Benefits for Personnel and Human Relation, Intra Group and
Internal Group Relation and Policy Implementation
Improves communication between groups and
individuals
Aids in orientation for new employee and those
taking new jobs through transfer or promotion
Provides information on equal opportunity and
affirmative action
Provides information on other government laws and
administrative policies
Improves interpersonal skills
Makes organisational policies, rules and regulations
viable
Improves morale
Builds cohesiveness in groups
Provides a good climate for learning, growth and
co-ordination
Makes the organisation a better place to work and
live
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Training Process
Organisational Objectives and Strategies
The first step in the training process is the assessment of organisation’s
objectives and strategies. This is a process for determining the
appropriateness of training by evaluating the characteristics of the
organisation. The orgainsation analysis looks at training needs in light of
the oraganisation’s strategy, resources available for training and
management’s support for the training activities. The organisation must
assess the strength and weakness of its human resources.
Assessment of Training Needs
Project on “the Study of Training Program” at PETL by Kosha Vora
Organisational Objectives
and Strategies
Assessment of Training
Needs
Establishment of Training
Goals
Devising Training
Program
Implementation of
Training Program
Evaluation of Results
23
Needs assessment diagnoses present problems and future challenges to be
met through the training and development. Instructional design logically
should begin with a needs assessment, the process of evaluating the
organisation, individual employees, and employees’ tasks to determine
what kinds of training, if any, are necessary. A variety of conditions may
prompt an organisation to conduct a needs assessment. Management may
observe that some employees lack basic skills or are performing poorly.
Decisions to produce new products, apply new technology or design new
jobs should prompt a needs assessment because these changes tend to
require new skills. The decision to conduct a needs assessment also may
be prompted by outside forces, such as customer request or legal
requirements.
Needs assessment occurs at two levels i.e. group level and individual
level, an individual obviously needs training when his or her performance
falls short or standards that is when there is performance deficiency.
Inadequate in performance may be due to lack of skills or knowledge or
any other problem.
Training and Development Goals
Once training needs are assessed, training and development goals must be
established. Formally established objectives/goals for the training program
has several benefits. Planning begins with establishing objectives for the
training. Based on those objectives, the planer decides who will provide
the training, what topics the training will cover, what training methods to
use and how to evaluate the training. Without clearly set goals, it is not
possible to design a training and development program and after it has
been implemented, there will be no way of measuring its effectiveness.
Goals must be tangible, verifying and measurable. This is easy where
skilled training is involved.
Designing Training Program
An organisation can provide an effective training program, even if it lacks
expertise in training. Many companies and consultants provide training
services to organisations. Community colleges often work with employers
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to train employees in a variety of skills. While designing the training
programs one should keep in mind that who the trainees are? Who is the
trainer? What are the training techniques? Whether the organisation
prepares its own training programs or buys training from other
organisation, it is important to verify that the content of the training relates
directly to the training objectives.
Implementation of the Training Program
Learning permanently changes behaviour. For employees to acquire
knowledge and skills in the training program and apply what they have
learned in their jobs, the training program must be implemented in a way
that applies what we know about how people learn. Employees are most
likely to learn when training is linked to their current job experiences and
tasks. To fully understand and remember the content of the training,
employees need a chance to demonstrate and practice what they have
learned. The more trainee practices these activities, the more comfortable
he or she will be in applying the skills on the job. In general, effective
training communicates learning objectives clearly, presents information in
distinctive and memorable ways and helps trainees link the subject matter
to their jobs.
Evaluation of the Training Program
The last stage in the training and development process is the evaluation of
the results. Since huge sums of money are spent on training and
development, how far the program has been useful must be
judge/determined. Evaluation helps determine the results of the training
and development program. In the practice, however organisations either
overlook or lack facilities for evaluation. Thus assessment meet can look at
whether employees have an opportunity to perform the skills related to the
training. The most accurate but the most costly way to evaluate the
training program is to measure performance, knowledge or attitudes
among all employees before the training, then to train only part of the
employees. After the training is complete, the performance, knowledge or
attitudes are again measured and the trained group is compared with the
untrained group. Thus, the evaluation of the training is very important part
of the training program.
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Methods of Training
A multitude of techniques are used to train employees. Training techniques
represent the medium of imparting skills and knowledge to employees.
Training techniques are means employed in the training methods. The
most commonly used techniques are:
Lectures
Audio Visuals
On-the-Job Training
Programmed Instructions
Computer Based Training
E-Learning
Simulation
Case Study
Role Playing and Behaviour Modeling
Vestibule Training
Sensitivity Training
Lectures
Lecture is the verbal presentation of information by an instructor to a large
audience. The lecturer is presumed to possess knowledge about the
subject. A virtue in this method is that it can be used for large groups and
hence the cost of training per employee is very low. However, this method
violates the principle of learning by practice. Also this type of
communication is a one-way communication and there is no feedback
from the audience because in case of very large groups it is difficult to
have interactive sessions. Long lectures can also cause boredom.
Audio Visuals
This is an extension of the lecture method. This method includes slides,
OHPs, videotapes and films. They can be used to provide a range of
realistic examples of job conditions and situations in the condensed period
of time. It also improves the quality of presentation to a great extent.
On- the-Job-Training
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It is used primarily to teach workers how to do their present jobs. Majority
of the industrial training is on the job training. It is conducted at the work
site and in the context of the job. Often, it is informal, as when
experienced worker shows a trainee how to perform tasks. In this method,
the focus of trainer is on making a good product and not on good training
technique. It has several steps; the trainee first receives an overview of the
job, its purpose and the desired outcomes. The trainer then demonstrates
how the job is to be performed and to give trainee a model to copy. And
since a model is given to the trainee, the transferability to the job is very
high. Then the employee is allowed to mimic the trainer’s example. The
trainee repeats these jobs until the job is mastered.
Programmed Instruction (PI)
In this method, training is offered without the intervention of the trainer.
Information is provided to the employee in blocks, in form of books or
through teaching machine. After going through each block of material, the
trainee goes through a test/ answers a question. Feedback in the form of
correct answers is provided after each response. Thus PI involves:
Presenting questions, facts or problems to the learner.
Allowing the person to respond
Providing feedback on the accuracy of the answers
If the answers are correct, he proceeds to the next block
or else, repeats the same.
However, it is an impersonal method and the scope of learning is less as
compared to other methods of training. Also the cost of preparing books,
manuals and machinery is very high.
Computer Based Training
This is an extension of the PI method. In this method, the learner’s
response determines the frequency and difficulty level of the next frame.
This is a possible thanks to the speed, memory and the data manipulation
capabilities of the computer.
E-Learning
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Receiving training via the Internet or the organisation’s intranet is called e-
learning or online learning. E-learning may bring together Web-based
training, distance learning, virtual classrooms, and the use of CD-ROMs.
With e-learning, trainees have a great deal of control. They determine what
they learn, how fast they progress through the program, how much time
they practice and when they learn. E-learners also may choose to
collaborate or interact with other trainees and experts. E-learning can
reduce training costs and time.
Simulation
It is any equipment or technique that duplicates as nearly as the possible
the actual conditions encountered at the job. It is an attempt to create a
realistic for decision-making. This method is most widely used in
Aeronautical Industry.
Case study
Case Study is a written description of an actual situation in the business,
which provokes the reader to think and make decisions/ suggestions. The
trainees read the case, analyze it and develop alternative solutions, select
the best one and implement it. It is an ideal method to promote decision-
making skills. They also provide transference to an extent. They allow
participation through discussion. This is the most effective method of
developing problem solving skills.
The method /approach to analysis may not be given importance. Many a
times only the result at the end of the case may be considered and not the
line of thinking to approach it. This is a major disadvantage since case
studies must primarily be used to influence or mend the attitude or
thinking of an individual.
Role-Playing and Behaviour Modeling
This method mainly focuses on emotional (human relation) issues than
other ones. The essence of role-playing is to create a real life situation and
have trainees assumed parts of specific personalities in the situation
(mostly interchanged roles of boss and subordinate to create empathy for
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one another). The consequence is better understanding of issues from the
other’s point of view.
Concept of Behaviour Modeling:
Fundamental psychological process by which new
patterns of behavior can be acquired and existing ones
can be altered.
“Vicarious process” learning takes place not by own
experience but by observation or imagination of others’
action.
It is referred to as “copying”, “observational learning”
or “imitation” implying that it a behavior is learned or
modified through observation of other’s experiences.
This change may be videotaped and showed to the
trainee and he can review and critique it.
It also helps him see the negative consequences that
result from not using the behavior as recommended.
Vestibule Training
This method utilizes equipment, which closely resembles the actual ones
used in the job. It is performed in a special area set aside for the purpose
and not at the workplace. The emphasis is placed on learning skills than on
production. It is however difficult to duplicate pressures and realities of
actual situations. Even though the kind of tension or pressure may be the
same but the employee knows it is just a technique and not a real situation.
Also the employees behave differently in real situations than in
simulations. Also additional investment is required for the equipment.
Sensitivity Training
It uses small number of trainees usually less than 12 in a group. They meet
with a passive trainer and get an insight into their own behaviour and that
of others. These meetings have no agenda and take place away from the
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workplace. The discussions focus on why participants behave the way they
do and how others perceive them. The objective is to provide the
participants with increased awareness of their own behaviour, the
perception of others about them and increased understanding of group