Training & Development

Training & Development

Training - Designed to provide learners with the
knowledge and skills needed for their present jobs
Development - Involves learning that goes beyond
today's job more long-term focus
It is an attempt to improve current or future employee
performance by increasing an employees ability to
perform through learning, usually by changing the
employees attitude, increasing his/her skills &
knowledge.
Training Need = Standard performance Actual performance
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Purpose of T & D

Improving employee performance

Updating employee skills
Avoiding managerial obsolescence
Preparing for promotion & succession
Retaining & Motivating employees
Creating an efficient & effective
organisation

Different types of inputs for T & D

1. Skills : E.g., Motor skills, learning to operate
Machine / equipment, Interpersonal skills ( listening,
persuading, empathy etc.)
2. Education/ Development : e.g., Theoretical
concepts, knowledge about business environment,
management principles & techniques, etc.
3. Ethics : ( i. Ethics correspond to the basic human
needs. All of us want others to be ethical in personal &
business dealings. (ii). Ethics & Values create
credibility with public. An orgn., perceived to be
ethical, will be respected by public. (iii) Ethical Mgmt.
has higher credibility with employees.
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Different types of inputs for T & D

3. Ethics contd.: (iv) Ethical attitudes help Mgmt.
make better decisions in the interest of public,
employees & for itself, - in long term. (v) A research
paper presented in California Management Review
shows that Companies, having concern for ethical
practices also tend to show high growth & profits. (vi)
Sometimes, Govt. & Law fail to protect the society, but
Ethics can. Employees interest is better protected by
ethically conscious Mgmt., than by a plethora of Labour
Acts.
4. Attitudinal changes :
5. Decision making & problem solving skills :
6. Company Policies & Procedures :
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Training Methods
On-the-job

Job instruction/ coaching

Internship/ apprenticeship
Job rotation
Off-the -job
Case study
Lecture
Vestibule/ demonstration

Off-the-job

Conference/ discussion
Role play
Simulation ( attempt to
create realistic job
situation)
Sensitivity trg.
Audio-visual

Important Techniques of Training

Techniques

Ice Breakers
Leadership games
Communication
games
Strategic planners
Team building
games
Role reversal
Role play

Description

Help team members know each

other
To teach leadership styles
Effective listening & talking
To test ability to plan ahead
Exercises for collaborative efforts
To teach plurality of views
Role play with predetermined
objectives
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Important Techniques of Trainingcontd

Techniques

Shadowing
Outward-bound training
Lateral thinking

Descriptions

Learning by watching &

working under a senior
Adventure sports for team
Thinking randomly to
come up with new ideas

Factors determining choice of the type of

training methods

Organisational culture
Learning principles
Content of the programme
Time factor
Cost effectiveness
Appropriateness of the facilities
Employee preferences & capabilities
Trainer preferences & capabilities etc.
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The Training Process

1. Organisational Objectives & Strategies :
( Co.s business? Level of quality of co.s
product/ service? Co.s future plans/ strategies? )
2. Assessment of training needs (methods):
Personnel/ skills inventories

PAS

Organisational climate survey Work sampling

Exit interview

Interview, questionnaire

Customer survey data

Attitude survey etc.

Technological changes

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The Training Processcontd.

3. Training & Development goals : ( tangible,
measurable Easy where skills- training is involved,
e.g., 60 words/min. typing speed after training.
Behavioural objectives like attitudinal changes can be
more difficult to state.
4. Designing Trg. & Dev. Programme :
(Trainees? Trainers? Methods/ techniques: on-the-job/
off-the-job, level of training as per the level of
participants, Principles of learning: participantmotivation, recognition of individual differences in
ability, practice opportunity, reinforcement, feedback to
participants, schedules of learning, meaningfulness of
material, transfer of learning to the job.
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The Training Processcontd.

5. Implementation of Training Programme :
(deciding location, conducting programme, monitoring
the progress of participants)
6. Evaluation of Training Programme (Kirkpatricks
model):

Level 1: Reactions >Trainee-Satisfaction

Level 2:Learning > acquisition of knowledge, skill etc.
Level 3: Behaviour > Better work behaviour
Level 4: Results > Business results achieved by
trainees.
Kirkpatricks 4-level framework of evaluation

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Barriers for effective training

Lack of Mgmt. commitment /low budget for Trg.

Large scale poaching of trained employees
Inadequate tie-up between B-schools & Industry
Lack of Labour unions commitment/sincerity to
train fellow workers

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Making Training & Dev. Effective

Mgmt. commitment/ adequate budget allocation.
Consider Learning as one of the Fundamental Value &
Philosophy for the Orgn.
Ensure matching organisational & individual training
needs.
Motivational needs for training
Better system to evaluate Trg. Programme.

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