Training
&
Development
Adapt or Die
Training
The systematic development of the knowledge ,skills,
and attitudes required by an individual to perform
adequately a given task or job. (Armstrong)
The act of increasing knowledge and skill of an
employee for doing a particular job
( Edwin B Flippo)
Development
is any learning activity, which is directed towards future
needs rather than present needs, and which is
concerned more with career growth than immediate
performance.
Objectives of training
Improving employee Performance
Updating Employee skills
Avoiding Managerial Obsolescence
Preparing for promotion and managerial
Succession
Retaining and motivating Employees
Creating an Efficient and Effective Organization
Advantages of training
1. Leads to improved profitability and/or more positive
attitudes toward profits orientation.
2. Improves the job knowledge and skills at all levels of the
organization.
3. Improves the morale of the workforce.
4. Helps people identify with organizational goals.
5. Helps create a better corporate image.
6. Fasters authentically, openness and trust.
7. Improves the relationship between boss and subordinate.
8. Aids in organizational development.
9. Learns from the trainee.
10. Helps prepare guidelines for work.
11. Aids in understanding and carrying out organizational
policies.
12. Provides information for future needs in all areas of the
organization.
13. Organization gets more effective in decision-making and
problem solving.
14. Aids in development for promotion from within.
15. Aids in developing leadership skill, motivation,
loyalty, better attitudes, and other aspects that
successful workers and mangers usually display.
16. Aids in increasing productivity and/or quality of
work.
17. Helps keep costs down in many areas, e.g.
production, personnel. Administration, etc.
18. Develops a sense of responsibility to the
organization for being competent and knowledgeable.
19. Improves labor-management relations.
20. Reduces outside consulting costs by utilizing
competent internal consulting.
Areas of Training
Company policies and procedures
Understanding company policies and procedures
Skill based Training
To match the skill requirements of job
Improve employees job effectiveness
Enable to adapt to technological changes
Human relations Training
Ares of self learning ,interpersonal skills, group
dynamics, perception, leadership styles,
motivation, disciplinary procedures, grievance
redressal
Problem solving training
Equips an employee to deal successfully with
problems like operational to decision making.
Managerial and supervisory training
Functions such as Planning, organizing,
directing, controlling and decision making
Helps handling increased responsibilities in the
career path.
Employee Training Methods
On-the-job training
Off-the-job Training
On-the-job training (OJT)
Training a person learn a job by actually doing
it
Experienced worker supervisor trains the
employee
Trainee may acquire skills by observing the
supervisor
Success of the training depends on the
supervisor
OJT - Training Procedure
I. Instructor preparation
1. Divide task in to logical parts to create lesson plan
2. Select teaching techniques (eg: demonstration)
II. Trainee preparation
1. Place trainee at ease
2. Relate training needs ( Eg: promotion
III. Present the task
1. Present the overview of task
2. Proceed from known to unknown, easy to difficult
3. Adjust pace to individual differences
4. Go through task and explain each step
5. Have trainee tell instructor what to do
IV. Try out performance
1. Have trainee explain each step prior to
execution
2. Be aware of learning plateaus to sustain
motivation
3. Provide feedback on progress
V. Follow-up
1. Positively reinforce continuously at start
2. Move to variable reinforcement schedule as
trainee matures
Advantages
Tailor-made course content with use of REAL company situations/examples.
It is usually less expensive than off-job training
Learning will take place using the equipment which will be actually used
Trainees acclimatise more rapidly
Disadvantages
Possibility of poor instruction and insufficient time.
Trainee may be exposed to bad work practices.
A large amount of spoiled work and scrap material may be produced.
Valuable equipment may be damaged.
Training takes place under production conditions that are stressful, i.e.
noisy, busy, confusing and exposing the trainee to comments by other
workers.
Off-the-job Training
Training imparted away from the employees
immediate work area
Advantages
A specialist instructor enables delivery of high quality training.
Wider range of facilities and equipment are available.
The trainee can learn the job in planned stages.
It is free from the pressures and distractions of company life.
It is easier to calculate the cost of off-job training because it is
more self-contained
Cross-fertilisation of ideas between different companies.
Disadvantages
Can result in transfer of learning difficulties when a
trainee changes from training equipment to production
equipment.
No training can be entirely off-job as some aspects of the
task can only be learned by doing them in the normal
production setting, with its own customs and network of
personal relationships.
Can be more expensive.
Carrying out the training
ON-THE-JOB TRAINING
Job
Instruction
Apprenticeship
&
Coaching
Job
rotation
Committee
Assignments
Job Instruction
Many jobs consist of logical sequence of steps and are
best taught step-by-step
Listing each jobs basic tasks, along with key points, in
order to provide step-by-step training for employees
Doubts can be cleared immediately
A trainer/ supervisor/ co-worker acts as the instructor
1. explain /demonstrate step-by step procedure of doing the job
2. Ask the trainee to demonstrate by giving instructions
3. If satisfied trainee is left on his own ( if help in needed can call the
instructor)
Apprenticeship & Coaching
A structured process by which people become skilled workers
through a combination of classroom instruction and on the
job training
usually done in crafts, trades and in technical areas.
It is the oldest and most commonly used method, if the
training is relatively for a longer period.
Here a major part of training is spent on the job productive
work.
Each apprentice is given a programme of assignments
according to a pre-determined schedule, which provide for
efficient training in trade skills.
Job rotation
Trainee is placed on various jobs across different
functions in the organization (Movement of
employees from job to job)
Gains cross-functional knowledge
equipped to take up different jobs
Committee Assignments
A group of employees are given an actual
organizational problem and are asked to find a
solution.
Trainee develop
team-management skills
Interpersonal skills
Communication skills
Problem sovling skills
Leadership skills
OFF-THE-JOB TRAINING
Class Room
Lectures
Simulation
Exercises
Case
method
Role
Playing
Programmed
Instructions
Computer
modeling
Vestibule
training
Experiential
exercises
Class Room Lectures
Lecture is a verbal presentation of information by an
instructor to a large audience.
Help in conveying the rules, procedures and policies of the
organization
Effective if
Use audio-visual tools and suitable demonstrations
Interactive
Two-way communication
Taking feedback and improving
Simulation Exercises
Vestibule training
This training method attempt to duplicate on-the-job
situation in a company classroom.
Trainee gain experience in using the equipment because
the same equipment is used during training
Expensive
Transferring learning to job is easy
Simulation Exercises
Experiential exercises
Trainer simulates situations like in actual
work
After exercise complete, Trainer discuss the
behaviour of the employees during the
exercise, with the group
Trainer appraises the performance with
theoretical background
In this way the trainee learn quickly &
understands his mistakes
Simulation Exercises
Role Playing
A method of human interaction involving realistic behavior
in imaginary situations
Assumes the role of different character in the
organizational context
involves employee-employer relationship Hiring, firing,
discussing a grievance procedure, conducting a post
appraisal interview etc.
Helps in improving
Communication skills
People management
Relationship management skills
Simulation Exercises
Computer modeling
Dimensions of job are programmed into
computer
Direct learning take place
Used in defence and pilots where the cost
of mistake is huge
Very expensive
Programmed instruction
Trainee is given job relevant materials to study
A series of questions are given
After the trainee answers the question immediate fed
back is given whether right or wrong
Answer is right next question
Wrong- refer material
Managers need & Development programmes
Decision making skills
In-basket
Business games
Case studies
Interpersonal skills
Role play
Behavior modeling
Sensitivity training
TA
Structured insight
Other needs
?
Job Knowledge
On-the-job training
Coaching
Understudy
Specific individual needs
Special Projects
Committee assignments
Organization Knowledge
Job rotation
Multiple management
General knowledge
Special courses
Special meetings
Selective reading
MANAGEMENT DEVELOPMENT METHODS
On-the-job Methods
Under
study
Coaching
Multiple
Management
Job
rotation
Coaching
One manager guiding another manager
Coach observes, analyses and attempt to improve the
performance of trainee
Gives directions in the form of direction, advice, criticism
and suggestions
Teaches
What to do
How to do
Rectifies mistakes
High level interaction and quick feedback on performance
Under study
A senior manager selects and trains a trainee
manager from among his/her subordinates who at
future time will be capable of handling the senior
managers responsibilities
Ensure immediate replacement of positions
Disadvantage- unhealthy competition among sub-
ordinates
Multiple Management
Junior board of directors
Junior managers allow to participate in the
top management meeting and discussions
Given an opportunity to understand and learn
the way organizational problems are solved
Encouraged to share their views
Top Mg:mt can spot real talents
MANAGEMENT DEVELOPMENT METHODS
Off-the-job Methods
Lectures Simulation
Transactional
Analysis
Sensitivity
training
Conferences
Case
method
Incident
method
Role play
In-Basket
Exercise
Business
Games
Simulation
1. Case method
developed in 1800S At the Harvard Law School.
Actual experiences of organization
Helps to understand the real problems faced by managers
Developing discussion-making skills
trainee is expected
Anlyse & discuss
identify the hidden problem & root causes,
Develop alternative courses of action,
define the controls needed to make the action effective
role play the action to test its effectiveness
find conditions that may limit it.
Simulation
2. Incident method
Develop intellectual ability, practical judgement and
social awareness
Written incident is given to analyse
trainee is expected
identify the problem,
Probable causes
Suggest solutions
Simulation
4. In-basket exercise
Simulate important aspects of a managers job
1. Trainee is given documents similar to the items
found in a managers in-basket ( memos,
letters, reports) & background information like
org:nal mission statement, org:n chart etc
2. Trainee should get familiar with the documents
and respond to each item as if he is in real
position( planning meeting, writing reports,
memos, delegating tasks etc)
3. all actions & approaches should be explained
in writing
Simulation
5. Business Games
A development technique in which teams of managers
compete by making computerized decisions regarding
realistic but simulated situations
1. Divided in groups
2. Play roles of competing firms in a simulated market
3. Each team studies, discusses and arrive at a decision
regarding production, advertising, pricing etc.
4. Each person assume a role and react to the decisions of
the competitor and develop new strategies to beat the
competitor
Helps in improving strategic thinking, leadership skills,
ability to work under stress
Transactional
Analysis
Theory of personality
An approach for defining and analysing the
interaction between people
Individual personaly comprises of 3 ego stages
1. Parent superiority and authority
2. Adult objective and rational
3. Child Obedient or manipulative
Sensitivity training
(Laboratory Training)
Changing individual behaviour through unstructured
group interactions
1. A group of 10-15 employees assemble in an unstructured
manner
2. Group does not have a leader, agenda or goal
3. A case study /Role play is given to initiate interaction
4. After this members are asked to discuss the sttitudes,
rections, and behaviour of each participant.
Very effective tool to change employee behaviour in
organizations
Conferences
A meeting of people to discuss a topic of common interest
most participative group centered methods of
developments.
Useful when a problem has to be studied from different
viewpoints
Participants can express their views
Conference leader plays a key role
Behaviour Modeling
A training technique in which trainees are first
shown good management techniques in a firm,
are asked to play roles in a simulated situation
and are then given feedback and praise by their
superior
Factors determining the training methods
Organizational culture
Learning principles
Content of the program
Time factor
Cast effectiveness
Appropriateness of the facilities
Employee preferences and capabilities
Trainers preferences and capabilities
Training and Development
Process
1. Need Analysis
2. Instructional Design
3. Validation
4. Implementation
5. Follow-up
Need Analysis
Identifies the specific job performance skills
needed
Two main ways to identify the training needs
1. Task Analysis
2. Performance analysis
Task Analysis
A detailed study of a job to identify the specific
skills required ( like Java)
Assessing new employees Training needs
Training needs can be identified from
Job description & specifications
Reviewing performance standard.
Questioning current job holders and their supervisors
Performance analysis
Assessing current employees training needs
Training needs can be identified from
Supervisor, peer, self and 360degree performance
reviews
Job related performance data productivity,
absenteeism, accidents, grievances, waste, late
deliveries, product quality, customer complaints etc.
Observation by superiors or other specialist
Tests, daily diaries, assessment center
Distinguish between Cant do and wont do
Evaluation of management
development program
Top rated methods
1. case studies for problem solving skills and participant
acceptance
2. conference discussion for knowledge acquisition
3. sensitivity training for changing attitudes
4. role playing for developing interpersonal skills
[Link] instruction for knowledge retention
Evaluation methods
Before and after comparison
Control group
Carefully selected group equivalent to trained
group except in training and comparing trained
group and control group
Post-post research design
Additional measure after 6 months or one year
Questionnaires:
Comprehensive questionnaires could be used to obtain opinion
reactions, views of trainees.
Tests:
Standard tests could be used to find out whether trainees have learnt
anything during and after the training.
Interviews:
Interviews could be conducted to find the usefulness of training offered
to operatives.
Studies:
Comprehensive studies could be carried out eliciting the opinions
andjudgments of trainers, superiors and peer groups about the
training
Human resource factors:
Training can also be evaluated on the basis of employee satisfaction,
which in turn can be examined on the basis of decrease in employee
turnover, absenteeism, accidents, grievances, discharges, dismissals,
etc.
Cost benefit analysis:
The costs of training could be compared with its value
(in terms of reduced learning time improved learning,
superior performance) in order to evaluate a training
programme.
Feedback:
After the evaluation, the situation should be examined to
identify the probable causes for gaps in performance.
training evaluation should be provided to the instructors
'trainees and other parties concerned for control, correction
and improvement of trainees' activities.
Organizational Development
A complex educational strategy intended to change the
beliefs, attitudes, values, and structure of the
organization so that they can better adapt to new
technologies, markets, and challenges, and the
dizzying rate of change itself
It is a planned and calculated attempt to move the
organization as a unit to the climate of behavioral,
open, organic model.
Specific goals of OD
1. Decision making on the basis of
competence rather than authority
2. Creatively resolving conflict through
confrontation designed to replace win-lose
situations with win-win types
3. Reducing dysfunctional competition and
maximizing collaboration
4. Increasing commitment and a sense of ownership of
organization objectives throughout the work force
5. Increasing the degree of interpersonal trust and
support
6. Creating a climate in which human growth,
development, and renewal are a natural part of the
enterprises daily operation
7. Developing a communication system characterized by
mutual openness and honesty in solving organizational
problems
OD interventions
Team Development
Sensitivity session conducted off-site for the member of
the unit
Survey Feedback
Data collected through questionnaire
Task force analyse and feedback is given
Inter group Sessions
Two groups
Leaders of groups are asked to prepare lists how other
group make life difficult and what they write about this
group
Meet face to face and compare list
Third party favours only union facilitate and encourage
group to work out action plans to remove difficulties
