Prof.

Krishna Sawant

TRAINING AND DEVEOPMENT

The key factor to lead any enterprise is its efficient and effective workforce. There is increased demand of efficient workforce who can confront with the rapid changing scenario in competitive arena. Training and Development is the process that attempts to provide an employee with information, skills and an understanding of the organization and its objective. Its a process which not only means to improve organization or organizational culture but also it enhances the capability of individuals.
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T& D CONCEPT
Training and education is related phenomena but these concepts differ in crucial ways. Since training is a part of education and concerned with the development of specific skills or ability, while education is used in much wider sense. Education involves the development of the individual as a whole, as socially, intellectually and physically. Training forms only a part of the entire education process. Training is the tool by which any organization can imagine to compete.
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T& D CONCEPT
Training: The process of providing employees with specific skills or helping those correct deficiencies in their performance. According to Michael Armstrong, Training is the systematic modification of behavior through learning which occurs as a result of education, instruction, development and planned experience. Development: An effort to provide employees with the abilities the organization will need in the future.
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T& D CONCEPT
Development is the relative phenomena which are based on wisdom development of employees. Development is the new and integrated concept with training, which is basically concerned with the personality development. Thus development is that phase of training which enables the human resources to exert their full potential towards their job. Training and development programs are combined together for developing skills as well as basic attitudes, leading to continued personal growth.
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T& D DEFINITION
These programs support to improve job performance, minimize waste, prepare individuals for promotion, reduce turnover, facilitate understanding of organizational culture and adopt the environment.

OBJECTIVES OF TRAINING
The increased competition for jobs, combined with technological change makes it vital that employees are assisted to become even more productive, through the best training possible. The macro perspective of training provides some goals for individual as well as for the organization. Objectives of training may be concerned with the personal, organizational or technological needs.
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OBJECTIVES OF TRAINING
Objectives of training are: 1) To develop sense of identity, training is an essential aspect of organizational life. 2) Training does not only concern with the individual development but also the resultant development will lead to the organizational development. 3) The social perspective of training can not be denied. The career developments, personal growth, adjustment with the new scenario are the implications of training.
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OBJECTIVES OF TRAINING
4) Research is another objective of training which offers the training system with necessary information for updating them. 5) Another objective of training is to develop competencies of people to improve their performance. Continued training and skills development is critical for both the employer and the employees. Training as a function, should be given more importance than it has been given traditionally.
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COMPONENTS OF TRAINING
A complete employee training program includes a formal new hire training program with an overview of the job expectations and performance skills needed to perform the job functions. A new hire training program provides a fundamental understanding of the position and how the position fits within the organizational structure. The more knowledge the new associate has about how one workgroup interrelates with ancillary departments, the more the new associate will understand his or her impact on the organization.
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COMPONENTS OF TRAINING
A solid new hire training program begins with the creation of an employee training manual, in either notebook format or online. This manual acts as a building block of practical and technical skills needed to prepare the new individual for his or her position. In order for the department to understand current policies and procedures, a manager must ensure the department manuals or online employee training are kept current.
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COMPONENTS OF TRAINING
Much of this employees training and reference material belongs online these days in a company Intranet. Various components make training scope very broad and it can be analyzed on the basis of various aspects. These are :a) Individual Factors: The behavior learning pattern, motivation level, tactics and practices of individual are the individual factors which affect training program of the organization.
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COMPONENTS OF TRAINING
b) Organizational Factors: system, needs, participation policy and pattern, developmental techniques, effectiveness and efficiency of the organization constitute organizational needs of the training. c) Environmental Factors: Environmental factors for training needs can be categorized in two parts viz. macro and micro environmental factors. Changes in policy because of the new technology, structural changes, collaboration, competition,

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COMPONENTS OF TRAINING
retrenchment policy and decision making policy of the organization make very important component of the training of the organization personnel. Activities involved in Designing Training are: During the design phase, trainers work from learning goals to Design a training system that learners and trainers can implement to meet the learning goals. This phase also typically includes identifying learning objectives, needed facilities, necessary funding, course content, lessons and the sequence of lessons.

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COMPONENTS OF TRAINING
The various training media are selected, e.g., instructor-led, computer-based, World Wide Web-based, self-directed, interactive and computer-based, or multi-media. Course content is often piloted during the development phase, or initially tested, to ensure the content is understandable. This design phase can also include identifying evaluation criteria to evaluate if course content is understandable by learners.

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NEEDS OF TRAINING
These needs are:1. Personal Growth: Employees get personal exposure while they learn something through training. MDP seem to give participants a wider awareness, an enlarged skill and enlightened altruistic philosophy, and make enhanced personal growth possible. 2. To increase productivity: Increasing productivity is the basic thrust of training program. By the training, one can operate smoothly which will lead to give optimum output. At this way the productivity of the organization as a whole will be increased.
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NEEDS OF TRAINING
3. To improve organizational culture: Culture is the shared values of the organization, which may be imagined after well awareness of the organizational policy. Training enables employees to see in favorable direction which helps to improve the culture. 4. To improve Health and Safety: Proper training can help to prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employee.
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TRAINING NEED ANALYSIS MODEL

Expectation Current Performance

Standard Performance

Feedback
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TRAINING PROCESS AND PROCEDURE

1. Identifying the training needs

2. Setting the training objectives

3. Designing training methods 4. Executive / Administering Training Program

5. Evaluating Effective 6. Follow-up

Model: Training Procedure

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TRAINING PROCESS AND PROCEDURE

Training is an important function of HR which may lead organization and may ensure the effectiveness. The beginning of the modern day concept of training could be traced far back to the Stone Age, when people used to transfer knowledge in particular activity through signs and deeds to others. It was during the industrial revolution the formal and vocational training was started to instruct the apprentices about the operations of machines.

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TRAINING PROCESS AND PROCEDURE

Today training has become the most important organizational activity not only in the business organizations but in the educational institutions also. To make training program effective and to get desired result of training, the organization must follow the ethical practices during providing training program. The organization must categorize the people on the basis of skills, knowledge and also on the basis of nature of the job.
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TRAINING PROCESS AND PROCEDURE

I. Identifying the training needs: It is a through study and analysis of the entire organization, its operations and manpower resources available in order to find out not only the trouble spot" but also to find out the prospective developmental avenues where training may be needed. Identifying the training needs requires categorization of personnel, viz., the existing employees or newcomers, who are to be joining the organization.
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Identifying the training needs:

Identifying the training needs can be done by: Observation Listing the problems Proper network and channels Examining the problems employees have/face Identifying training needs depend on various factors like: i. The gap between actual performance and anticipated performance.
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Identifying the training needs:

ii. To operate the new technology iii. In order to restructuring the organization to ensure adaptation with change iv. In case of executing rules and regulation v. For establishing a sound culture of the organization vi. To establish the value system of the organization vii. To minimize the cost and maximize the quality
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Setting training objectives:

II. Setting training objectives: The organizational need assessment of training requires an examining of the objective of the organization, whether short-term or long term objective. The organizations financial, social, human resource growth, and market objectives need to be matched with firms human talent, structure, climate, and efficiency. The next logical step involved in designing a training program is to fill in the gap between the existing and desired repertoire of knowledge, attitude,
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Setting training objectives:

skills, potential and creativity. This can be done through setting training objectives. Recognizing employees personal growth, career development also should be in consideration, because individual growth may lead towards organizational growth also. Training objectives should be integrated accordingly.
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Setting training objectives:

a. Objectives of training are as follows: Strong and mature employees is the prime objective of training. b. To impart induction to new employees, the basic knowledge and skills required for efficient performance of the particular task. Socialization process through induction training also help new employees know more about him/her, his /her hopes, aspirations and inclination. These help new employees settle down in the new environment.
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Setting training objectives:

c. To help the employees functions more effectively in their present positions by updating them the latest techniques, concepts, ideas and skills. d. To develop competency among employees. e. To make them such an employee who can adopt change easily. f. To change the attitude and heighten the morale so that they can support the organizational culture.
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Designing Training methods:

III. Designing Training methods: Designing a training system that learners and trainers can implement to meet the learning goals; typically includes identifying learning objectives, needed facilities, necessary funding, course content. Training methods are means of attaining desired objectives set for a training program. In practice, a variety of training methods are employed for achieving these objectives.
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Designing Training methods:

It is difficult to say which of the methods or combination of methods is more useful than the other. In fact, the methods are multifaceted in scope and dimension and are used on the basis of requirement and need of the organization. An effective training technique fulfills the objective viz., provides motivation to the trainee to improve performance, develop a willingness to change, provide knowledge of results about attempts to improve and permit practice where appropriate.

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TRAINING METHODS
The training programs commonly used to train operative and supervisory personnel are discussed below: a. On the job Training Methods b. Off the job Methods a. On the job Training Methods: This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job.
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TRAINING METHODS
The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns on-the- job. On-the-job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments.

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TRAINING METHODS On- the -job training

(i) Job Rotation: This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from the job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them.
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TRAINING METHODS On- the- job training

(ii) Coaching : The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.
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TRAINING METHODS On- the- job training

(iii) Job Instruction: This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. (iv) Committee Assignments: Under this committee assignment, a group of trainees are given and asked to solve an actual organizational problem. The trainee solve the problems jointly. It develops team work.
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TRAINING METHODS Off- the- job training

b. Off-the job Training Methods: Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Companies have started using multimedia technology and information technology in training.

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TRAINING METHODS Off- the- job training

Off the job training methods are as follows: I. Vestibule Training: In this method, actual work conditions are simulated in a class room, Material , files and equipment which are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method.
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TRAINING METHODS Off- the- job training

II. Role Playing: It is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing interpersonal interactions and relations.
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TRAINING METHODS Off- the- job training

III. Lecture Method: The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of the lecture method is that it is direct and can be used for a large group of trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer of training effectively.

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TRAINING METHODS Off- the- job training

IV. Conference or Discussion: It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. Discussion has the distinct advantage over the lecture method, in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups.
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TRAINING METHODS Off- the- job training

The success o f this method depends on the leadership qualities of the person who leads the group. V. Programmed Instructions : In recent years, this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming. 41

EVALUATION OF TRAINING PROGRAMME

The specification o f values forms a basis for evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process of training evaluation has been defined as any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information. Evaluation leads to controlling and correcting the training programme.
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EVALUATION OF TRAINING PROGRAMME

Hamblin suggested five levels at which evaluation of training can take place, viz. reactions, learning, job behavior, organization and ultimate value. a) Reactions: Training programme is evaluated on the basis of the trainees reactions to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc. b) Learning: Training programme, trainers ability and trainee ability are evaluated on the basis of quality of content learned and time in which it is learned and the learners ability to use or apply the content he learned.

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EVALUATION OF TRAINING PROGRAMME

c) Job Behavior : This evaluation includes the manner and extent to which the trainee has applied his learning to his job. d) Organization : This evaluation measures the use of training, learning and changes in the job behavior of the department /organization in the form of increased productivity, quality, morale, sales turnover and the like. e) Ultimate Value: It is the measurement of the ultimate result of the contribution of the training programme to the Company goals like survival,

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EVALUATION OF TRAINING PROGRAMME

growth, profitability etc. and to the individual goals like development of personality and social goals like maximizing social benefit. The various methods of training evaluation are: i. Immediate assessment of trainees reaction to the programme. ii. Trainees observation during the training programme. iii. Knowing trainees expectations before the training programme and collecting their views regarding the attainment of the expectations after training.
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EVALUATION OF TRAINING PROGRAMME

iv. Seeking opinion of the trainees superior regarding his /her job performance and behavior before and after training. v. Evaluation of trainees skill level before and after the training programme. vi. Measurement of improvement in trainees on the job behavior . vii. Examination of the testing system before and after sometime of the training programme. viii. Measurement of trainees attitudes after the training programme.
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EVALUATION OF TRAINING PROGRAMME

ix. Cost-benefit analysis of the training programme. x. Seeking opinion of trainees colleagues regarding his/her job performance and behavior. xi. Measurement of levels in absenteeism, turnover, wastage/scrap, accidents, breakage of the machinery during pre and post period of the training program. xii. Seeking opinions of trainees subordinates regarding g his/her job performance and behavior .
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RECENT DEVELOPMENT IN TRAINING

Employee Self Initiative Employees have realized that change is the order of the day and they have started playing the role of an change agent. Consequently, employees identify their own training needs, select appropriate training program organized by various organizations and undergo the training programs. Thus, employees in recent times started taking proactive learning measures on their own.
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RECENT DEVELOPMENT IN TRAINING

On-line Training Companies started providing on-line training. Trainees can undergo training by staying at the place of their work. Participants compete course work from wherever they have access to computer and internet. Different types of media are used for on-line training.

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