Tranning & development

TRAINING AND

DEVELOPMENT

By:Indrajeet Kumar ( 002)AB BatchUSMS

TRAINING

Training means equipping the employees with the required skill to perform the job

that result in improved corporate performance.

The ASK Concept

If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results.

This GAP can be separated into 3 main themes

1.Attitude

2.Skills

3.Knowledge

TRAINING DEVELOPMENT

Training generally imparts specificskills to the employees.

Development is more general in nature & aim at overall growth of the executive.

Concerned with maintainingimproved current job performance.

Development build up & competencies for future performances.

Short term perspective. Long term perspective.

Job centred in Nature. Career concerned in nature.

The role of trainer or supervisor isvery important in training.

All dev. is self dev. And the executive has to be internally motivated for the same.

“Training, skill development new mantra for retaining talent” (ARTICLE)

SOURCE: Economic Times, Nov 2, 2007, 01.12pm IST

• Mercer Asia Pacific Total Rewards Survey said “companies giving preference to T&D over compensation packages, succeed in retaining talent.”

• As employers in the Asia-Pacific region compete for scarce talent with high demand skill sets, they are shifting some of the rewards investments focus to increase their competitive advantage.

• Approximately 92% employers are making investments in T&D for following reasonso Creating ‘employer brand’o Attitude formationo Staff retentiono Development of skills of employees.

TRAINIG PROCESS

ESTABLISHMENT OF TRAINING GOALS

DESIGN A TRAINING PROGRAM

ANALYSES THE RAW MATERIAL

CHOOSE THE TRAINING METHOD

IMPLEMENTATION OF TRAINING METHOD

ASSESSMENT OF TRINING NEEDS

EVALUATION

HEADSTRONG PROCESS EXAMPLE

SMRITI WORKING ON IT

METHODS OF TRAINING

ON-THE-JOB TRAINING OFF-THE-JOB TRAINING

ON-THE-JOB TRAINING (OJT)When training takes place at the work place in informal manner

• uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training.

• training is specific to the job

MERITS:• Most cost effective as learning by experience.• Training alongside real colleagues

DEMERITS:• Quality depends on ability of trainer and time available• Bad habits might be passed on.• Potential disruption to production

OJT TYPES Demonstration / instruction - showing the trainee how to do

the job

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

Mentoring – each trainee is allocated to an established member of staff who acts as a guide and helper.

Team training - co-ordinates the performance of individuals who work together to achieve a common goal.

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

‘Sitting next to Nellie’ – this describes the process of working alongside a colleague to observe and learn the skills needed for a particular process. 

“On-the-job training boosts employee morale: SURVEY” (ARTICLE)

• Says over 40% employers voted for increased productivity and 35% for enhanced employee morale.

• Helps in to reduce attrition.• Analyze and identify key development areas for training- skills,

technical and product learning - on regular basis.• New technological upgrades and business needs also taken into

consideration.• It’s a very cost-effective way that helps employees gain knowledge

about the latest developments in their industry. And also leads to promulgation of new ideas within an organization.

• On-the-job training has been voted as the most preferred method of training by 71% employees, with workshop and seminars preferred by 15% of surveyed employees, followed by external trainers (11%) and least preferred manual & journals (3%).

• Helps in intelligent career decisions.• Continuous assessment and feedback is necessary training

programs can become more motivating, directional and profitable for organizations.

Source: Economic Times, May 24, 2012, 07.00PM IST

OFF–THE–JOB Training

When employees are taken away from their place of work to be trained.

MERITS:• Skills and qualification can be obtained.• Learn from outside specialists or experts.

DEMERITS:• More expensive – e.g. transport and accommodation.• Lost working time and potential output from

employee

CLASSROOM LECTURES

SIMULATION OUTDOOR

COMMITTEE CONFERENCE

“License to Lead: Hindustan Unilever's incredible talent grooming machinery” (ARTICLE)

Source: Economic Times, Apr 20, 2012, 12.53AM IST

I’m Working on it

CASE STUDY

Nestle has a diversified workforce with different skill sets.

Nestlé's apprenticeship program.

Local training programs for factory workers- mostly ‘ON the JOB’ oriented.

International program where they focus on developing leadership skills.

Because of the comprehensive training and development programs Nestle has been able to:

Maintain consistent growth in profits.Sustain high employee retention ratio.And preserve values that Nestle follows.

THANK YOU