2. 2
TRAINING AND
DEVELOPMENT What is
Training?
The process in which new
or present employees
acquire specific skills to
perform a job better (Noe
at al, 2000 & Dessler,
2008).
Learning process that
involves the acquisition of
skills, concepts, rules, or
attitudes to enhance
employee performance
(Byars & Rue, 2008).
Imparting and developing
specific skills for a
3. 3
The Purpose of Training
The purpose of training is
to bridge the gap between
job requirements and
present competence of an
employee.
To develop the abilities of
an individual, to satisfy
current and future
manpower needs, and to
be able to shoulder higher
responsibilities.
4. WHY TRAINING?
Reasons for Training
(i) Economic, social,
technological and
government changes can
make the skills learned
today obsolete in the
future.
(ii) Planned organizational
changes e.g. introduction
of new equipments may
require new skills.
4
5. WHY TRAINING?
Reasons for Training
(iii) Performance problems
within the organization
such as low productivity
(iv) Regulatory,
contractual, professional
or certification issues can
require employer to
provide training for
employees (Byars & Rue,
2008).
5
6. 6
Development
The term development
according to Prasad
(2006) refers to the
nature and direction of
change induced in
employees, particularly
management personnel,
through the process of
training.
7. 7
Development
Training and development
enable employees to
assume expanded duties
and greater
responsibilities.
Development efforts can
encourage and strengthen
good performance and
help employees keep up
with changes in the work
place.
It is an on-going process.
8. 8
Distinction Between Training and
Development
Training is a short-term
process and procedure by
which, non-managerial
personnel learn technical
knowledge and skills for a
definite purpose.
9. 9
Distinction Between Training and
Development
Training refers to
instructions in technical
and mechanical operations
like operation of a
machine.
It is designed primarily for
non-managers
It is for a short duration
and for a specific job-
related purpose.
10. 10
Distinction Between Training and
Development
Development is a long-
term education process
and procedure by which
managerial personnel
learn conceptual and
theoretical knowledge for
general purpose.
11. 11
Distinction Between Training and
Development
Involves philosophical and
theoretical educational
concepts and it is
designed for managers.
It is broader in
perspective focusing on
long term development.
complements training for
realizing human
resources’ full potential as
the learning goes far
beyond simple routine.
12. 12
Distinction Between Training and
Development
Training is to supplement
the basic skills, while
development is there to
enhance the present
knowledge with ability to
face future difficulties as
also to acquire
competence for
accomplishing their
assignments with more
responsibilities which
require analytical skills.
13. 13
Training and Development
are Continuous Processes
Training is a continuous
process. According to Bass
factors that necessitates
continuous training in an
organization include:
Technological advances,
organizational complexities
and human relations.
Technological advances tend
to increase the size of the
organization, which increases
complexity. They also create
human problems (Prasad,
2005).
14. 14
Objectives of training
According to Okumbe
(2001) & Ghosh (2005)
the objectives of training
are:
To enable organization to
increase productivity and
the quality of services
offered
Increase both quality and
quantity of the
organization’s outputs
15. 15
Objectives of training
To impart to new entrants
basic knowledge and
skills.
To assist the employees to
function more effectively
in their present position
by exposing them to the
latest concepts,
information and
techniques and developing
in them skills required in
their fields.
16. 16
Objectives of training
Improve workers’ morale,
Morale is a mental
condition of an individual
or group which
determines the willingness
to cooperate.
High morale is evidenced
by employee enthusiasm,
voluntary conformation
with regulations and
willingness to cooperate
with other to achieve
organizational objectives.
17. 17
Objectives of training
Job satisfaction and
motivation as
dissatisfactions which lead
to absenteeism, turnover
and job restriction can be
greatly reduced through
training as workers’
capabilities are improved.
18. 18
Objectives of training
Reduce or prevent work
related accidents. Proper
training in job skills and
safety techniques
enhances employees’
abilities to handle work-
related equipment
carefully.
19. 19
Objectives of training
Create a sense of personal
growth among its
employees since it
increases employees’
value to an organization,
which prepares them for
promotion.
Reduce the problems
which are associated with
supervision of employees.
20. 20
Objectives of training
Training attempts to
improve the quality of
human relations in an
organization.
Various human problems
social and psychological
found in organizations can
be harmonized through
good human relations
training.
21. Five steps Training and
Development Process
(i) Needs analysis:
identifies the specific job
performance skills
needed, assesses the
prospective trainees’ skills
and develop specific
measurable knowledge
and performance
objectives based on any
deficiencies.
21
22. Five steps Training and
Development Process
(ii) Instructional design:
decide on, compile, and
produce the training
program contents.
(iii) Validation
(iv) program
implementation: training
the targeted group.
(v) Evaluation: assess the
program success or failure
(Dessler, 2008).
22
23. 23
Training Needs Assessment
What is a TNA?
The process of collecting
information about an
expressed or implied
organizational need that
could be met by
conducting training.
Needs assessment
diagnoses current
problems and future
challenges to be met
through training.
24. 24
Training Needs Assessment
What is a TNA?
Need for training and
development arises to
maintain the match
between employees’
capability and their job
requirements in terms of
knowledge, skills, and
attitudes (Prasad, 2006).
The needs assessment
process is an important
first step in the
development of a training
program or performance
improvement initiatives.
25. 25
Purpose of Training Needs
Analysis
A number of factors
impede performance in an
organization.
These include low
managerial authority,
ambiguous job
description, red tape,
haphazard personnel
management activities,
low motivation and job
satisfaction, and low
morale.
26. 26
Purpose of Training Needs
Analysis
To ensure that there is a
need for training and to
identify the nature of the
content of the training
program.
Correct assessment of the
training needs. (Okumbe,
2001).
27. 27
Purpose of Training Needs
Analysis
The purpose of training
need analysis is to
determine what training
or development
employees actually need
and want to acquire, and
The conditions which are
necessary for ensuring
effective training or
development (Okumbe,
2001).
28. 28
Purpose of Training Needs
Analysis
It is important to
determine if a training
need exists before
designing and
implementing training
programs.
29. 29
Levels of Training Need
Assessment/Analysis
There are three major
levels of TNA as indicated
in McGhee and Thayer
Model.
Thus the levels are
organizational analysis,
task analysis and man
analysis.
30. 30
Organizational Analysis
Organizational analysis is
the first factor for
identifying training needs.
It is a systematic effort to
understand where training
effort needs to be
emphasized in the
organization.
32. 32
Organizational Analysis
It involves a detailed
analysis of the
organization structure,
objectives, human
resources and future
plans.
An in-depth analysis of
these factors would
facilitate an understanding
of deficiencies that need
to be rectified.
33. 33
Organizational Analysis
These operational
objectives will give idea
about the type of
activities to be undertaken
by the organization based
on the organization
structure and
consequently manpower
planning can be prepared
which will give idea about
the type of people
required.
34. 34
Task Analysis
Task analysis includes
identifying the important
tasks and knowledge, skill
and behaviors that need
to be emphasized in
training for employees to
complete their tasks (Noe
at al,2000).
Involves examination of
the specific task or job
requirements that are
necessary for the
successful conduct of each
job.
35. 35
Task Analysis
Task analysis entails a
detailed examination of
jobs, its various
operations and the
conditions under which it
has to be performed.
Through job analysis, the
organization will be able
to know the kind of jobs
that are to be performed
and the type of people
that are required to
perform these jobs.
36. 36
Task Analysis Guidelines
(i) List the duties and
responsibilities of the task
under consideration using
job description as a guide.
(ii) List the standards of
job performance.
(iii) Compare actual
performance against
standards.
37. 37
Task Analysis Guidelines
(iv) if there is a gap
between the two, identify
the parts of the job which
are giving troubles in
effective job performance,
(v) define training needed
to overcome those
troubles.
38. 38
Man Analysis
The focus on man analysis
is on the individual
employee, his abilities,
skills, and the inputs
required for job
performance, or individual
growth and development
in terms of career
planning.
Man analysis helps to
identify whether the
individual employee
requires training and if so,
what kind of training.
39. 39
Man Analysis
Clues to training needs
can come from an analysis
of individual’s or a group’s
typical behavior.
Poor performance is
indicated by customer
complaints, low
performance ratings or on
the job incidents such as
accidents and unsafe
behavior.
40. 40
Man Analysis
Another indicator for
training is if the job
changes such that current
performance levels need
to be improved or
employees must be able
to complete new tasks.
Thus the difference
between the two sets can
be overcome through
training.
41. 41
Man Analysis
Major sources of
information for man
analysis may be
observation at the work
place, interviews with his
superior and peers,
personal records, various
tests etc.
These sources will provide
clue about the difference
between the existing skills
and attitudes of employee
and that he should
posses.
42. 42
Man Analysis
A major pressure point for
training is poor or
substandard performance.
This means there is a gap
between employee’s
current performance and
their expected
performance.
43. 43
Man Analysis
Thus man or person
analysis involves
(i) determining whether
performance deficiencies
result from a lack of
knowledge, skill, or ability
(a training issue) or from
a motivational or work-
design problem,
(ii) identifying who needs
training, and
(iii) determining
employees’ readiness for
training
44. 44
Demographic Analysis
This is not part of the model
but worth considering.
It includes a consideration of
the demographic
characteristics of the
organization and the specific
needs of protected groups.
It needs to assess the training
needs of the protected groups
to ensure they are being
treated fairly.
45. 45
Demographic Analysis
(i) Older employees may
need more technology
training as well as more
time to learn new tasks.
(ii) employees covered
under ADA may need
additional or training
using different techniques.
46. 46
Human Resource Manager’s
Role
Integrates HRD with
organizational goals and
strategies
Promotes HRD as a profit
enhancer
Tailors HRD to corporate
needs and budget
Institutionalizes
performance
enhancement
47. 47
Learning Program
Specialist
Identifies needs of
learners
Develops and designs
learning programs
Prepares learning
materials and learning
aids.
Develops program
objectives, lesson plans
and strategies.
