TRAINING & DEVELOPMENT

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Introduction
Need for organizations to build and sustain competencies that would provide them with competitive advantage.

Knowledge era Human assets are valued highly.

Growth oriented organizations value training as a response to changing environment Continues learning process in human development

Helps in development of ones personality, sharpens skills and enhances effectiveness

It is an important and integral part of organizational renewal process

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Training and development

Training is a process through which a person enhances and develops his efficiency, capacity, and effectiveness at work by improving and updating his knowledge and understanding the skills relevant to his or her job.

Training and development Training Vs. education Purpose of training Transfer of learning

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Functions of a training program

Acquiring knowledge Change in attitudes Helping to put theory into practice Helps to evaluate abilities, competencies

Enhances problem solving and decision making ability

Improves performance

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Importance & Need of training

Aids in new entrants attaining role clarity Promotions Prevents skill obsolescence Improves quality and productivity Meet organizational objectives Improves organizational climate Prevent accidents To support personal growth and development

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Success of a training program depends upon

Intention to learn from the participant Reinforcement provided to the learner Active participation of the trainee Providing opportunities for practice

Transfer of learning to take place from a training program

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Employee Training
What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? What are the Is there strategic a goals of need for the training organizatio ? n? What tasks must be completed to achieve goals?
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What behaviours are necessary?

Systems approach to T&D

Phase I Needs assessment Phase II Design & delivery of T&D Phase III - Evaluation

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Systems approach to T&D

Phase I Needs assessment Determines the organizations true needs and the training programs necessary to meet them Organisational analysis Operations analysis Individual analysis Advisory committees, Assessment centres, Attitude survey, Group discussions, Questionnaires, Skills test, Observations of behaviour, Performance appraisals, Performance documents, Exit interviews

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Systems approach to T&D

Phase

II Design & delivery of T&D Motivation Participation Feedback Organisation Repetition Application Training delivery On-the-job training (OJT) Away-from-the-job training A T&D plan & implementation

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Systems approach to T&D

Phase III Evaluation Levels of evaluation: How did participants react? What did participants learn? How did participants behaviour change? What organisational goals were affected? Applying evaluation strategies

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Training methods on the job /off the job

On the job training methods are:

Job instruction training Training by supervisors Coaching on the job/Simulation Apprenticeship Job rotation

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Training methods (Contd)

Off the job training methods:
Lectures Conferences Case Role

studies play instruction training

Programmed T

group/Sensitivity training

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Evaluation of training
Criteria

for evaluation are: of the program analysis

Objectives

Cost-benefit Results Areas

obtained

of improvement of evaluation would be:

Methods

Questionnaires,

projects, tests, interviews, observations or participation and discussions.

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New perspectives on training

Cross

cultural approaches of standards with learners

Maintenance Interaction Use

of technology CD ROMs, WAN, types

E-learning Informal

learning, self-paced, leader lead learning and performance support tools

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Benefits of E-learning
Learning

at ones own pace

Accessibility Active Cost

learning learning learning environment

effectiveness

Collaborative Personalized

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Weakness of E-learning
Shift Data Data Net

of focus to the learner over load unreliability theory

work/ hardware unreliability

Less

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T&D priorities in the 21st century

Quality

improvement programmes change-related programmes service T&D programmes

Technological Customer

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Emerging issues
Training

is not equally distributed to all employees

Expenditure

allocated to training is

inadequate
Mismatch Benefits

between theory and practice

realized

of training are not immediately

Supporting Top

contextual systems needs to be provided in organizations management needs to support the philosophy of training in spirit
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Executive Development Programs

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Process of executive development

Organizational environment Organizational strategy/objectives Identifying competency gaps Training needs assessment Training plan Conduct of the training program

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Areas of EDP
Decision

making skills skills knowledge

Interpersonal Job

knowledge individual meets knowledge

Organizational Specific General

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Factors in designing an EDP

Learning

characteristics and its applicability to of results

design
Knowledge Reward

mechanism difference of the learners to the work environment

Individual

Application Meeting

organizational goals thru content

design

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Methods of EDP

(On-the-job Technique)

Coaching

Job rotation Special projects Committee assignments Under study Multiple Management

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Methods of EDP

(Off-the- job Techniques)

The Case Method Incident method In-Basket Method Simulation Conferences Lectures Business games Case study Role play
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Evaluation

Evaluation of EDP is important for the following reasons: Improving the quality of training and development process Improving the efficiency and competency of trainers Make improvements in the system to make it more responsive Aligning the training objectives to organizational objectives Evaluating the ROI on account of training and development Changing the perception of the management as to regard training as an investment
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