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Unit-1
Definition, Concept and Phases of
Training
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DEFINITIONS:
Training is a set of activities that provides theopportunity to acquire and improve job-relatedskills.
(schermerhorn, Hunt and Osborn: 2004)
Training is a process of altering employeesbehavior and attitudes in a way that increases theprobability of goal attainment.
(Irwin: 2004)Training is a planned effort by a company toenable employees to learn job related
competencies.
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CONCEPT: TRAINING
It is a learning process that involves the
acquisition of knowledge, sharpening of skills,
concepts, rules, or changing of attitudes and
behaviors to enhance the performance ofemployees.
Training is usually a short term skill
development exercise meant for non-managerial employees either to learn a job or
overcome their deficiency in the performance
of the present job.
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It is a highly useful tool which can bring anemployee into a position where he can do his jobcorrectly , effectively and efficiently:
a) correctly in that he can apply whatever he has
been taught,
b) effectively, in that he may be in a position wherehe can perform to the expected standards,
c)efficiently, in that he may put their maximum effortat the right time.
Training is closely related with education anddevelopment but needs to be differentiated from
these terms.
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DIFFERENCE BETWEEN TRAINING, DEVELOPMENT
AND EDUCATION
TRAINING DEVELOPMENT EDUCATION
It is work or taskbased
Generalenhancement andgrowth of anindividual skillsand abilitiesthrough consciousand unconscious
learning
Deals with thehigher orderknowledge
It is job orientedand providesknowledge and
skills
It is personoriented andprepares for future
work demands
Providestheoretical andconceptual
framework
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DIFFERENCE BETWEEN TRAINING, DEVELOPMENT
AND EDUCATION
TRAINING DEVELOPMENT EDUCATION
Changes broughtabout are easilyobservable in ashort duration
Changes are notimmediatelyobservable andtake longerduration
Increases thevariability ofindividualdifferences.
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CONT
Training is delivered just in time.
Training uses technology and materials thatare comparable to those used on the job.
Trainees are provided regular, ongoingfeedback concerning their progress while inthe training programme.
Trainees are assessed at the completion oftraining to ascertain learning gains andoverall training performance.
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CONT
Training builds employees understandingthat learning is an integral and ongoingcomponent of successful work performance.
Training staff is highly skilled and welltrained.
Trainer is well versed in job performance
requirements and has industry basedexperience.
Evaluation is must to assure training quality.
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NEED/SIGNIFICANCE/RELEVANCE
Tell me and I forget, teachme and I remember, involve me and I
learn
-Benjamin Franklin
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NEED/SIGNIFICANCE/RELEVANCE
TTechnological Changes
RRequirements of the job
AAmplification of skills and competency I Internal Mobility
N Nurturing and retaining talent
I Improving organizational climateNNew environment
GGrowth of the individual and organization
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OBJECTIVES OF TRAINING
To achieve a change in the behavior of thosetrained.
To acquire new skills, technical knowledge,and problem solving ability.
To meet individual and organizational needs.
To reduce cost and wastage.
To lessen learning period.
To increase productivity.
To improve quality of work life.
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BENEFITS OF TRAINING
B: Behavioral changes, better productivity
E: Employee morale
N: New skillsE: Economical, establishes +ve org. climate
F: Fill future manpower needs
I: Improved performance T: Time of learning reduces
S: Safety, self confidence
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Optimum Utilization of Human Resources
Training helps in optimizing the utilization
of human resource that further helps theemployee to achieve the organizational
goals as well as their individual goals.Development of Human Resources Training helps to provide an opportunity
and broad structure for the development of
human resources technical and behavioralskills in an organization. It also helps theemployees in attaining personal growth
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CONT
Development of skills of employees Training helps in increasing the job
knowledge and skills of employees at each
level. It helps to expand the horizons of humanintellect and an overall personality of theemployees.
Quality Training and Development helps inimproving upon the quality of work and work-
life.
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CONT
Better use of resources: well trainedemployees make better use of machines andmaterials avoiding spoilage and wastage.
Reduced supervision: Trained employeesneed less guidance.
Greater flexibility: Trained employees aremore flexible and fit into changing businessenvironment.
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NEED AND TYPES OF TRAINING
New Environment: New employee is unawareabout the environment in the organization,therefore should be given training to make himfamiliar. (Induction /orientation)
Lack of Trained personnel: Workers with littleor no training requires training to perform therejobs efficiently. ( Job Training)
Advancement in Technology: RapidTechnological changes creates new jobsrequiring new skills. Training helps to provide
mastery in new methods and machines.
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CONT.
Faulty Methods: Some employees might have
picked up defective ways of doing work which mayresult in wastage and inefficiency. Training isrequired to remove these defects and to teachthem corrects and behavior patterns. (Remedialtraining).
Prevention of accidents: Trainings are imparted toprevent industrial accidents and promote safety
consciousness. ( Safety Training ). Career Development: when people working at
lower levels are promoted they are required toundergo training to perform higher level of jobs
which provides opportunities for
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EXAMPLE OF TRAINING
Reliance Industries Limited is one of the largestprivate sector companies in India with a 24,000strong workforce. This fortune 500 company haswon several awards for its training policies and
programmes. For example, in 2007, it won theGolden Peacock National Training Award, theAmerican Society for Training and Development(ASTD) Excellence in Practice Award and the
CNBC-TV18-instituted jobstreet.coms jobseekersEmployer of Choice Award. The company believesin people empowerment through five scalableapproaches-greater knowledge, opportunity,
responsibility, accountability and reward.
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Reliance Industries has spent almost a total of160,253 man-days over the years to train itsemployees. Its training objective is to groom peopleboth in the personal as well as professional
capabilities. The company believes in achievingcompetitive advantage through consistently efficienthuman capital. It has a wide range of variedcustomized training programmes to cater to the
specific needs of the assorted workforce and meetits strategic goals. For instance, it has severaltarget oriented training programmes for itsemployees like the ones for competency
development and soft skills learning.
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It also conducts 360 other programmes to meet thediverse skills needs of its employees. One suchunique training programme for new recruits is
called the Dronacharya Scheme. Under thisprogramme, senior personnel (Dronacharya) takecharge of two to three new employees (the Arjunas)and train them intensively for independent positions
in three to six months. Through its different trainingprogrammes, the company seeks to developcompetitive advantage through its human capital.
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The example of Reliance showcases thesignificance of training programmes in the
accomplishment of corporate goals.
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THERE IS NOTING TRAINING CAN NOT
DO; NOTHNG IS ABOVE ITS REACH;IT
CAN TURN BAD MORALS TO GOOD, IT
CAN DESTROY BAD PRINCIPLES andCREATE GOOD ONES, IT CAN LIFT MEN
TO ANGELSHIP.
Mark Twain
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TRAINING NEED ANALYSIS
Need Assessment is the first step in the
instructional design process , And if it is not properly conducted any one or
more of the following situation could occur;
i. Training program may have the wrongcontent, objectives or methods.
ii. Trainees may be sent to training programme
for which they do not have basic skills, pre-requisite skills or confidence needed to learn.
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CONT..
iii. Training will not deliver the expected
learning, behavior change or financialresults that the company expects.
Iv. Money will be spent on trainingprogrammes that are unnecessary becausethey are unrelated to the company's business
strategy.
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CAUSES AND OUTCOMES OF NEED ASSESSMENT
Organizational analysis
Personanalysis
Taskanalysis
What is the contextReasons for pressure
points.
Lack of basic skills
Poor performance
New technology
Customer request
New products
Higher performancestandards
New jobs
outcomes
What trainees need tolearn.
Who receives training
Type of training
Frequency of training.How training should beevaluated.
Who needs
training.
In what do theyneed training.
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WHO SHOULD PARTICIPATE IN NEED ASSESSMENT
Because goal of need assessment is todetermine whether a training need exists ,
who it exists for, and what task needed to betrained , it is important to include managers,trainers, and employees in the need
assessment .
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QUESTIONS THAT UPPER,MID LEVEL MANAGERS AND TRAINERS
ARE INTERESTED IN ANSWERING FOR ANALYSIS.
Upper level
managers
Mid level managers Trainers
Organizationalanalysis
Is training importantto achieve businessobjectives? How itsupports to our
business strategy?
How much budgetthey want to devoteon training.
DoI have the budgetto buy trainingservice? Willmanagers support
training? budget
Person analysis What functions orbusiness units needstraining?
who should betrained?Professional? Coreemployees?
How will I identifywhich employeeneed training?
Task analysis Does the companyhave the people withthe knowledge ,skills,and ability to
compete in themarket place
for what jobs cantraining make thebiggest difference inthe product quality or
customer service
What task should betrained? Whatknowledge. Skills,ability or other
characteristics arenecessary.
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METHODS USED IN NEED ASSESMENT
Observation
Questionnaires
Interviews
Focus Groups
Documentations
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THE NEED ASSESSMENT PROCESS
Organizationalanalysis
Personanalysis
Task analysis
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ORGANIZATIONAL ANALYSIS
o Involves identifying whether training supportsthe company's strategic decision
o Whether manager, peers, and employees
supports the training activity.o What training resources are available.
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PERSON ANALYSIS
Helps to identify employees who needtraining i.e. whether employees current
performance or expected performanceindicates a need for training. The need fortraining results from pressure points such asperformance problem, changes in job, use of
new technology etc..
PROCESS FOR ANALYZING THE FACTORS THAT
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PROCESS FOR ANALYZING THE FACTORS THAT
INFLUENCE PERFORMANCE AND LEARNING
Person characteristics: knowledge, skills, ability andattitude
Input: instruction that tells employees what when andhow to perform.
Output: job performance standard
Consequences: incentives to perform well
Feedback: information received while performing
Motivation to learn
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TASK ANALYSIS
Select the job or jobs to be analyzed. Develop a preliminary list of tasks performed
on job.
Once the tasks are identified , it is importantto identify knowledge, skills, abilitiesnecessary to perform each task.
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METHODS USED IN TRAINING NEEDSASSESSMENTIndividual Analysis
Performance appraisal
Work Sampling
Interviews
Questionnaires
Attitude surveyTraining progress
Rating scales
Observation of behaviour
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METHODS USED IN TRAINING NEEDSASSESSMENTGroup or Organisational Analysis
Organisational goal and objectives
Personnel/ Skill inventories
Organisational climate indices
Efficiency indices
Exist interviewsMBO or work planning systems
Quality circles
Customer survey/ satisfaction data
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IDENTIFYING SPECIFIC PROBLEMS
Such problems are: productivity, high costs, poormaterial control, poor quality, excessive scrapand waste, excessive labour-managementtroubles, excessive grievances, excessive
violation of rules of conduct, poor discipline, highemployee turnover and transfers, excessiveabsenteeism, accidents, excessive fatigue,fumbling, discouragement, struggling with the
job; standards of work performance not beingmet, bottlenecks in production, deadliness notbeing met, and delayed production.
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INTERVIEWING AND OBSERVING THE
PERSONNEL ON THE JOB
Interviewing personnel and direct questioningand observation of the employee by hissupervisors may also reveal training needs.
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PERFORMANCE APPRAISAL
An analysis of the past performance records ofthe perspective trainee and comparing his'actual performance ; the target performance
may provide clues to specific interpersonalskills that may need development.
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QUESTIONNAIRES
Questionnaires may be used for elicitingopinions of the employees on topics likecommunication, satisfaction, job
characteristics, their attitude towards workingconditions, pay, promotion policies etc.These will reveal much information about
where an employee's skills and knowledgeare deficient.
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CHECKLIST
The use of checklist is a useful supplementto interviews and observations. Through it,more reliable information can be obtained
and the data got are quantifiable. Thisfacilitates evaluating the trainingprogramme's effectiveness.
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MORALE AND ATTITUDE SURVEYS
An occasional personnel audit may beconducted to forecast future promotions, skillrequirements, and merit rating, to initiate
informal discussions and an examination ofrecords and statistics regarding personnel,production, cost, rejects and wastages. All
these generdlly reveal the potential problemsto be tackled through training programmes.
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Thank you