Training development

TRAINING AND TRAINING AND DEVELOPMENTDEVELOPMENT

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DEEPAK KUSHWAHASHABID ASHRAFUPENDRA BHAGELNISHANT KUMARVIKRAM SHAWARIYA

TopicsTopicsWhy do we Need Training?What is Training & Training

Principles?A Systematic Approach to

TrainingA Training Lesson Plan

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Do Organizations Need Do Organizations Need TrainingTraining

The answer is “YES”

However, we must know the purpose and functions of training before we can use it.

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The Gap ConceptThe Gap Concept

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Performance/Results

Time

Expected Curve

Actual Curve

Gap

In training terms this means we need to develop programs to fill the Gap

1,000 Cars

800 Cars

200 Cars

Training and Development (T&D)Training and Development (T&D)

Human Resource Development – Major HRM function consisting not only of T&D, but also individual career planning and development activities and performance appraisal

Training and Development – Heart of a continuous effort designed to improve employee competency and organizational performance

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Training and Development Training and Development (T&D)(T&D)

Training - Designed to provide learners with the knowledge and skills needed for their present jobs – formal and informal

Development - Involves learning that goes beyond today's job – more long-term focus

Learning Organization – firms that recognize critical importance of continuous performance-related training and development an take appropriate action

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Factors Influencing T&DFactors Influencing T&D

Top management support Commitment from specialists and

generalists Technological advances Organizational complexity Learning style

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The Training and The Training and Development (T&D) ProcessDevelopment (T&D) Process

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Determine T&D Needs

Establish Specific Objectives

Select T&D Method(s)

Implement T&D Programs

Evaluate T&D Programs

Determining Training and Determining Training and Development NeedsDevelopment Needs

In order to compete effectively, firms must keep employees well trained.

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Establishing Training and Establishing Training and Development ObjectivesDevelopment Objectives

Desired end results

Clear and concise objectives must be formulated

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T&D MethodsT&D Methods

Classroom Programs Mentoring Coaching Role Playing Simulations

Distance Learning and Videoconferencing

E-learning On-the-Job Training Job Rotation Internships

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Classroom ProgramsClassroom Programs

Continue to be effective for many types of employee training

May incorporate some of other methods

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Mentoring Mentoring

Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development

Mentor may be located elsewhere in organization or in another firm

Relationship may be formal or informal

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Coaching Coaching

Often considered responsibility of immediate boss

Provides assistance much as a mentor

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Role PlayingRole Playing Respond to specific problems they

may actually encounter in jobs Used to teach such skills as:

interviewing grievance handling performance appraisal reviews

conference leadership

team problem solving communication

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SimulationsSimulations

Training devices that model the real world

or programs replicating tasks away from the

job site

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Distance Learning and Distance Learning and VideoconferencingVideoconferencing

Interactive training Used to:

increase access to trainingensure consistency of

instructionreduce cost of delivering T&D

programs

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E-LearningE-Learning

Umbrella term

describing online instruction

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On-the-Job TrainingOn-the-Job Training

Informal approach that permits employee to learn job tasks by actually performing them

Most commonly used T&D method No problem transferring what has

been learned to the task

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Job RotationJob Rotation

Employees move from one job to another to broaden experience

Helps new employees understand variety of jobs

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InternshipsInternships

Training approach where university students divide their time between attending classes and working for an organization

Excellent means of viewing potential permanent employee at work

Students are enabled to integrate theory with practice

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Management DevelopmentManagement Development

All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions

Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in a dynamic environment

Requires personal commitment of individual manager

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Reasons to Conduct Reasons to Conduct Management Training Outside of Management Training Outside of the Companythe Company

An outside perspective New viewpoints Possibility of taking

executives out of work environment

Exposure to faculty experts and research

Broader vision

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Reasons to Conduct Management Reasons to Conduct Management Training Inside of the CompanyTraining Inside of the Company

Training more specific to needs

Lower costs Less time Consistent, relevant

material More control of content

and faculty

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OrientationOrientation

Initial T&D effort designed for employees

Strives to inform them about company, job and workgroup

On-boarding

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Additional Benefits of Additional Benefits of OrientationOrientation

Effective in retaining and motivating personnel

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Special Training AreasSpecial Training Areas

Telecommuter – permit manager and employee to define job responsibilities and set goals and expectations

Diversity – develop sensitivity to create more harmonious working environment

Ethics – develop corporate culture that rewards ethical behavior

Conflict Resolution – communication skills needed to resolve gridlock

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Special Training AreasSpecial Training Areas

English as a Second Language – help employees in way that validates them and optimizes personal relationships

Teamwork – how to work in groups Empowerment – how to make

decisions and accept responsibility Remedial – basic literacy and

mathematics skills

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Implementing Human Resource Implementing Human Resource Development ProgramsDevelopment Programs

Implies change Feel they are too busy to engage in

T&D efforts Qualified trainers must be available Trainers must understand company

objectives

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Evaluating Human Evaluating Human Resource DevelopmentResource Development

Ask participant’s opinions Determine extent of learning Will training change behavior? Have T&D objectives been

accomplished? Evaluation difficult, but necessary

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Organization DevelopmentOrganization Development

Survey feedback process

Quality circles Team building Sensitivity

training

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Survey Feedback Survey Feedback DescriptionDescription

Process of collecting data from organizational unit through use of questionnaires, interviews and other objective data

Can create working environments that lead to better working relationships, greater productivity and increased profitability

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Quality CirclesQuality Circles

Groups of employees who voluntarily meet regularly with their supervisors to discuss problems

Investigate causes Recommend solutions

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Team BuildingTeam Building

Conscious effort to develop effective workgroups

Uses self-directed teams Small group of employees

responsible for an entire work process

Members work together to improve their operation

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CASE CASE STUDY?STUDY? ON

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IntroductionIntroductionAldi is a leading retailer with over 8,000 stores

worldwide. It continues to expand in Europe, North America and Australia.

Aldi brand is associated with value for money.Aldi’s slogan is ‘spend a little, live a lot’.The company buys large quantities of products

from carefully selected suppliers. Aldi keeps costs down in different ways. It ensures

its operations are as efficient as possible, for example, store layouts are kept simple and opening hours focus on the busiest times of the day.

Aldi places great importance on how it trains and developed its employees.

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Identifying training needsIdentifying training needs

Aldi identifies future training needs through an ongoing analysis of company performance in key areas at all levels. For example, the company monitors the availability of its products to the customer within its stores. If the level of availability drops below the targeted level then a programme of training on order accuracy would be undertaken. It also considers future developments within the business and within the grocery retail sector in order to predict both the total numbers of staff it will need and, more crucially, the skills and competencies that will be required.

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On the job trainingOn the job trainingOn-the-job training is training that

takes place while employees are actually working.

It means that skills can be gained while trainees are carrying out their jobs.

Employees learn in the real work environment and gain experience dealing with the tasks and challenges that they will meet during a normal working day.

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Methods:Methods: There are several methods of providing on-the-job

training. Four frequently used methods are briefly described here:

1: Coaching – an experienced member of staff will help trainees learn skills and processes through providing instructions or demonstrations (or both).

2: Mentoring – each trainee is allocated to an established member of staff who acts as a guide and helper. A mentor usually offers more personal support than a coach.

3:Job rotation – this is where members of staff rotate roles or tasks so that they gain experience of a full range of jobs.

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4: ‘Sitting next to Nellie’ – this describes the process of working alongside a colleague to observe and learn the skills needed for a particular process. This can be a faster and more useful way of learning a job role than studying a written manual. The colleague is always on hand to answer any questions or deal with any unexpected problems.

For most on-the-job training at Aldi stores, the store manager acts as the trainer. A typical format is for the manager to explain process to the trainee, then to demonstrate it. The trainee then carries out the process, while the manager observes.

All positions from apprentices through to trainee area managers follow this type of structured ‘tell, show, do’ training.

Trainee area managers also undergo job rotation. They have the opportunity to experience all aspects of the business to give them a complete overview of how Aldi operates.

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Off the job trainingOff the job trainingAs the name suggests, off-the-job training is

provided away from the immediate workplace. This might be at a specialist training centre or at a college or at a company’s own premises.

Typical off-the-job training courses offered to employees by Aldi include:

recruitment, interviewing and selection employment law influencing skills performance reviews (appraisals) Aldi Management System (how to develop

and performance manage people).

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Off-the-job training may involve extra costs, such as payments to training organizations. It also means that staff taking training courses are not at work, so their jobs have to be covered by others. This can lead to an increase in payroll costs. However, balanced against these costs are the gains that Aldi makes from off-the-job training. These include the benefits of having more motivated staff, greater staff productivity and employees with better skills and the ability to provide improved customer service.

Aldi provides training opportunities for young people. The Aldi apprentice scheme combines on-the-job and off-the-job training. Apprenticeships are open to 16-18 year olds. Apprentices training as store assistants also study for an NVQ in Retail Apprenticeship. They complete store assistant training and gain an NVQ Level 2 in their first year. They then take a store management training programme over two years and work for a Level 3 advanced qualification

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DevelopmentDevelopmentDevelopment focuses as much on personal

growth as skills that are directly related to the job. A development programme is designed to make individuals more skilled, more flexible in their approach and better qualified for their chosen careers.

Through a development programme, employees can obtain transferable qualifications that benefit the individuals concerned as well as the business. This can have disadvantages for the business, as it gives workers greater value in the job market. However, Aldi is willing to take this risk as it believes in providing what is best for its staff.

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The Aldi retail placement scheme takes university students on a one-year placement. This allows the chosen individuals to show what they can offer the business and to find out what the business can offer them. Aldi offers an excellent reward package for students on a placement, but in return expects trainees to have enthusiasm, drive and ambition. Successful students get the opportunity to apply for a place on Aldi’s Area Management training programme.

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CONCLUSIONCONCLUSIONAldii wants efficient operations, with its stores

staffed by people who are keen and competent. Aldi’s success is shown by the fact that it is

expanding rapidly. It is opening new stores and experiencing sales growth that requires it to take on more staff. This means that it needs to combine good recruitment policies with robust selection processes.

Aldi puts great emphasis on developing its people. Over 85% of Aldi directors have been recruited from within the company.This commitment to training and development makes Aldi a business of choice for both ambitious teenagers and top graduates. This is shown by its placing in the Top 5 in The TimesTop 100 Graduate Employers and the Graduate Employer of Choice for 2012 for General Management

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THANK YOUTHANK YOU

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