Training and Development

Human Resource Management

Training and Education

To successfully compete in the global apparel market,

the apparel company has to translate its comparative

advantage of womens cheap labour into sustainable
competitive advantage. This will require technological
development in the garment industry. However, the
findings show that female workers are ousted from the
garment industry when there is technological
improvement.
This problem can be effectively solved by training
female workers.
Human Resource Management

Introduction to Training
Training is the systematic process
of altering employee behavior in a
way that will achieve organizational
goals
It should be related to present job skills and
abilities
It helps employees master the specific skills
and abilities needed to be successful

Human Resource Management

Introduction to Training
A training program is an
opportunity for employees to
acquire skills, attitudes, and
knowledge
Learning is the act by which an individual
acquires skills, knowledge, and abilities that
result in a relatively permanent change in
behavior
Any behavior that has been learned is a skill
Motor, cognitive, and interpersonal skills are
training targets
Human Resource Management

Introduction
Training and development are
processes that provide employees
with:
Information
Skills
An understanding of the organization and
its goals
The ability to make positive contributions in
the form of good performance

Human Resource Management

Explained below are various factors, giving rise to the need for training.
Employment of inexperienced and new labour requires detailed instructions for
effective performance on the job.
People have not to work, but work effectively with the minimum of supervision,
minimum of cost, waste and spoilage, and to produce quality goods and services.
Increasing use of fast changing techniques in production and other operations requires
training into newer methods for the operatives.
Old employees need refresher training to enable them to keep abreast of changing
techniques and the use of sophisticated tools and equipment.
Training is necessary when a person has to move from one job to another because of
transfer, promotion or demotion.

Human Resource Management

Such development, however, should be monitored so as to be

purposeful. Without proper monitoring, development is likely to increase
the frustration of employees if when, once their skills are developed, and
expectations raised, they are not given opportunities for the application
of such skills. A good training sub-system would help
greatly in monitoring the directions in which employees should develop
in the best interest of the organisation. A good training system also
ensures that employees develop in directions congruent with their career
plans.
Hence, a well-planned and well-executed training programme should
result in:
reduction in waste and spoilage;
improvement in methods of work;
reduction in learning time;
reduction in supervisory burden;
reduction in machine breakage and maintenance cost;
reduction in accident rate;
improvement in quality of products;
Human Resource Management

Benefits of Training & Development

Individual employee
Increased employee marketability
Increased employee employability security

Organization
Improved bottom line, efficiency and profitability
Increased flexibility in employees who can assume

different and varied responsibilities

Makes employees more accountable for results

Human Resource Management

Employee Training
Determining training needs
Specific training goals should be based on:
organizations needs
type of work to be done
skills necessary to complete the work

Indicators of need for more training:

drops in productivity
increased rejects
inadequate job performance
rise in the number of accidents
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Principals of Learning
Learner Attention

Importance/Relevance to job

Positive Reinforcement/Corrective
Feedback
Transfer of Learning
Knowledge of Progress
Practice
Whole vs Part

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Learning Theory and Training

Learning principles can be applied
to job training:
The trainee must be motivated to learn
The trainee must be able to learn
The learning must be reinforced
The training must provide for practice of the
material
The material presented must be meaningful
The material must be communicated
effectively
The training taught must transfer to the job

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Training Process
Identify Training Needs
Set Training Objectives
Evaluation Criteria

Choose Training Materials and

Methods
Conduct Training
Evaluate Training
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Needs Assessment
Needs assessment is a process used
to determine if, and what type of,
training is necessary
Organizational analysis: examining a firms
mission, resources, and goals
Person analysis: determining who needs
training and their readiness for training
Task analysis: identification of the tasks,
knowledge, skill, and behaviors that should
be included in a training program

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Assessing Current Employees

Training Needs
Assessment Center
Results

Individual Diaries

Performance Appraisals

Methods for
Identifying
Training
Needs

Job-Related
Performance Data

Attitude Surveys

Observations

Tests

Interviews
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Needs Assessment
The information gathering provides a
profile of:
What type of training is needed
Who should be trained
When training should be conducted
Whether training is the preferred approach
Instructional objectives lead to the
selection and design of instructional
programs:
If assessment and program design are done
carefully, training and development can be
monitored and evaluated
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Training Needs and Objectives

Needs assessment involves
analyzing:
The organizations needs
The knowledge, skill, and ability
needed to perform the job
The person or jobholders needs
The firms long- and short-term
objectives

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On The Job Training Methods

Job instruction training (JIT)
Coaching
Mentoring
Job rotation
Apprenticeship training
Committee assignments

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On The Job Training Methods

An employee is placed in a new job and is told how it is to be
performed. It aims at developing skills and habits consistent with the
existing practices of an organisation and by orienting him to his
immediate problems.

Instructional Methods
This phase of training includes:

Selection of content and training methods

The actual training

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On-the-job Training
Coaching and instructing is done by skilled workers, by supervisors, or by

special training instructors. A variety of training aids and techniques are used
such as procedure charts, lecture manuals, sample problems,
demonstrations, oral and written explanations, tape recorders, etc
Apprenticeship: A major part of training time is spent on the on-the-job
productive work. Each apprentice is given a programme of assignments
according to a predetermined schedule which provides for efficient training in
trade skills. This method is appropriate for training in crafts, trades and
technical areas, specially when proficiency in a job is the result of a relatively
long training or apprenticeship period, e.g., job of a craftsman, a machinist, a
printer, a tool maker, a pattern designer, a mechanic, etc.
Committee: To constitute an advisory committee composed of persons
responsible for or with a direct interest in an activity to identify training
needs.
In-basket: To measure or test a managers ability to handle some of the day
to day challenges which come to him in writing in his in-box from various
sources.

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Off The Job Training Methods

Vestibule training
Role playing
Lecture method
Conference or discussion method
Programmed instruction

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Vestibule Training or Training-Centre: It

involves classroom training imparted with the

help of equipment and machines identical to
those in use at the place of work. Theoretical
training is given in the classroom, while
practical work is conducted on the production
line. It is often used to train clerks, bank
tellers, inspectors, machine operators, typists,
etc.

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Lectures: These are formally organised talks by an instructor on specific

topics. This method is useful when philosophy, concepts, attitudes,
theories and problem solving have to be discussed. The lectures can be
used for a very large group to be trained in a short time. These are
essential when technical or special information of a complex nature is to
be imparted. The lectures are supplemented with discussions, film
shows, case studies, role-playing, etc.
The Conference Method: Under this method, a conference is held in
accordance with an organised plan. Mutual problems are discussed and
participants pool their ideas and experience in attempting to arrive at
better methods of dealing with these problems. The members of the
group come to teach each other and to learn together. Conferences may
include Buzz sessions which divide Conferences into small groups of four
or five for intensive discussions. These small groups report back to the
whole group with their conclusions or questions. This method is ideally
suited for analysing problems and issues, and examining them from
different viewpoints. It helps in developing conceptual knowledge,
reducing dogmatism and modifying attitudes.
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5) Role-Playing: This method is also called role-reversal, socio-drama

or psycho-drama. Here trainees act out a given role as they would in a
stage play. Two or more trainees are assigned roles in a given situation,
which is explained to the group. There are no written lines to be said
and, naturally, no rehearsals.
The role players have to quickly respond to the situation that is ever
changing and to react to it as they would in the real one. It is a method
of human interaction which involves realistic behaviour in an imaginary
or hypothetical situation. Role playing primarily involves employeeemployer relationships, hiring, firing, discussing a grievance problem,
conducting a post appraisal interview, disciplining a subordinate, or a
salesman making presentation to a customer.
6) Programme Instruction: This involves two essential elements:
(a)a step-by-step series of bits of knowledge, each building upon what
has gone before, and
(b)a mechanism for presenting the series and checking on the trainees
knowledge.
Questions are asked in proper sequence and indication given promptly
whether the answers are correct. This programme may be carried out
with a book, a manual or a teaching
machine. It is primarily used for teaching factual knowledge such as
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Human
Mathematics, Physics,
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Methods of executive development

1.Decision-making skills

(a) In-basket
(b)Business game
(c)Case study

2.Interpersonal skills

(a)Role play
(b)Sensitivity training
(c)Behaviour Modelling
(a) On-the-job experiences

3.Job

kn ow le dge

(b)

Coaching

(c) Understudy
4.Organisational
5.General

6.Specific

know le dge

know ledge

individual

ne ed s

(a)

Job rotation

(a)

Special courses

(b)

Special meetings

(c)

Specific readings

(a)
(b)

Human Resource Management

Special projects
Committee assignments
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On-The-Job Training
This is the most widely used method
of training
Although OJT is simple and relatively
inexpensive, hidden costs can include:
Damaged machinery
Unsatisfied customers
Misfiled forms
Poorly taught workers

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Computer-Based
Instruction
Drawbacks
Benefits
Self-paced
Adaptive to different

needs
Can be customized
Easy to deliver
Usually less
expensive to
administer
Can be conducted
when convenient for
employee

Human Resource Management

Learners must be

self-motivated
Cost of producing
online, interactive
materials
Lack of interaction
with others may
work against needs
and preferred
learning styles

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Case Method
The case method uses a written description of a
real decision-making situation
Managers are asked to study the case in order to:

Identify the problems

Analyze the problems
Propose solutions
Choose the best solution
Implement it

More learning takes place if there is interaction

with the instructor

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Role Playing
Each person is assigned a role in a situation and is
asked to react to other players role-playing
The player is asked to react to the stimuli as that
person would
Players are provided with background information
on the situation and the players
A script is usually provided
The success of this method depends on the ability
of the players to play the assigned roles believably
Role-playing can help a manager become more
aware of, and more sensitive to, the feelings of
others
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In-Basket Technique
The participant is given typical items from a
specific managers mail, email, and telephone
list
Important and pressing matters are mixed in with
routine business matters
The trainee is analyzed and critiqued on:
The number of decisions made in the time
allotted
The quality of the decisions
The priorities chosen for making them
To generate interest, in-basket materials must
be:
Realistic, job-related, and not impossible to make
decisionsHuman
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Behavior Modeling
There are four steps in this process:
Modeling of effective behavior (films)
Role playing
Social reinforcement (role playing)
Transfer of training to the job

Modeling offers promise for

developing leadership skills, if used
in conjunction with videotape
methods
Research evidence is generally positive
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Programmed Learning
Presenting
questions, facts,
or problems to
the learner

Allowing the
person to
respond

Providing
feedback on the
accuracy of
answers

Advantages

Reduced training time

Self-paced learning
Immediate feedback
Reduced risk of error for
learner
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Choosing the Best T&D

Method
Choice of delivery method depends on:
Organizational culture and values
T&D objective and content
Profiles of trainees and trainers
Financial and technological resource availability
Time
Location

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Choosing the Best T&D

Method
Developments occurring with
regard to delivery methods
Shift toward on-the-job training
Increased efficiency
Exploitation of technology to aid

learning
Increased emphasis on teams
Focus on mentoring
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Evaluation
Integral part of overall training

program
Provides feedback on effectiveness
of training program
Evaluation criteria should be
established in tandem with and
parallel to training objectives
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Four Levels of Training Evaluation

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Impediments to Effective T & D

Commitment lacking
Inadequate budget allocation
Universities award only degrees, not skills
Poaching of trained workers

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