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?