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Personal Development Plans  Training
 

Personal Development Plans Training

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  • 1. Training for engineers-contents would be related to technical aspect of the job, For Human Relations- contents would be related to human nature and human behaviour. Interpersonal skills. 2. At higher level one should focus on theories, concepts while at lower level the emphasis on technique, methods and application. 3. Contents should come from simple to complex order so that it is easier to understand. Pace of training should neither be too fast nor too slow. There might be a loss of interest.
  • This kind of training is given when a new employee is introduced to the organisation. This kind of training programme is provided to the supervisors.
  • 3. operating machines, computer etc.
  • Most of the organisations don’t have a regular faculty and senior managers take sessions of training who don’t have much experience. Arrangement of food, accommodation, travelling, medical care etc. If the class size very large everyone may not get the chance to participate. Ideal size 25-30. So that participants don’t feet fatigue or suffocated. Semi circular, round table,rectangular seating arrangement. Starting and finishing the classes at assigned hours by the trainers.

Personal Development Plans  Training Personal Development Plans Training Presentation Transcript

  • Prepared by; DEBASISH SAHA BASIL BABY RUDRAN M VINOD V VISHNU PRASAD BY GROUP- 11 .
  • What is Personal Development?
    • Personal development is our conscious self improvement and self-transcendence. It is the aspiration to realise ourself higher.
  • Self-Transcendence .
    • Self-Transcendence is the art of going beyond our own self-imposed limitations. This means we aspire to reach new goals and not to be satisfied with what we were in the past.
  • Transcending our Negative Qualities.
    • We all have negative qualities such as pride, anger and doubt. Personal development is a conscious effort to reduce and minimise these qualities by focusing on the positive aspects of life.
  • Subject in Detail
    • Training?
    • *Training and development is increasingly recognized as a most important organizational activity.
    • *Training has to be continuously offered to keep employees updated.
    • TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior. • It’s not what you want in life, but it’s knowing how to reach it • It’s not where you want to go, but it’s knowing how to get there • It’s not how high you want to rise, but it’s knowing how to take off • It may not be quite the outcome you were aiming for, but it will be an outcome • It’s not what you dream of doing, but it’s having the knowledge to do it • It's not a set of goals, but it’s more like a vision
  • Division Of Training Function:
    • Training objectives can be divided into five segments.
    • Training Objectives.
    • Identification of training needs.
    • Training needs.
    • Training methods.
    • Administration of training programmes, and training evaluation.
  • Objectives Of Training
    • Establish a match between employee and his/her job.
    • Designed to improve knowledge,skills,and attitude and thus equip the individual to be more effective in his present job.
    • Objectives of training differ according to the employees belonging to the different levels of organization.
  • INDUCTION
    • Training constitutes a significant step in the induction of the individual into the company’s way of life.
    • Organization has to provide induction training to all employees entering the organization to help them settle down all the below questions:
    • What the company’s culture?
    • How does structure function?
    • What are role relationships?
    • What are policies and rules of organizations?
    • What are degrees of freedom,or limits of behaviour?
  • Updating
    • Significant objective of training is to prevent the obsolescence of the employees by updating their skills and knowledge.
    • Jobs that employees are doing are not static.
    • (For eg: Introduction of computers has changed jobs substantially.)
    • Training becomes necessary to update to reach newer skills so that the efficiency does not suffer because of lack of understanding of the new technology.
    • Continuous training would help the employees to cope with changes and retain organizational viability as well.
    • “ An Organization’s effectiveness depends on its ability to achieve its goals, to maintain itself internally, and to adapt to its environment.”
    • - Argyris (1971)
  • Prepare For Future Assignments
    • People are not satisfied if they continue to work in the same position for long.
    • Mobility is a fact of life.
    • Next level Opportunity.
    • Internal Job Posting (IJP).
  • Competency Development
    • Many organization are realising the need of having people who can innovate, think and provide new directions. This is new area which is gaining significance because of need to move in different and newer areas of growth.
    • Participants want the training programme to help them to develop technical skills, managerial skills and communication skills.
  •  
  • THREE COMPONENTS
    • ORGANISATIONAL ANALYSIS
    • TASK ANALYSIS
    • MAN ANALYSIS
  • ORGANISATIONAL ANALYSIS
    • It involves a comprehensive analysis of organizational structure, objectives, culture, process of decision making, future objectives, and so on….
  • REQUIREMENTS
    • Do we have adequate number of people to fulfill organizational objectives?
    • Do these people posses required skills and knowledge?
    • Is the organizational environment conducive to facilitate activities that would help achieve its goals.
  • TASK ANALYSIS
    • This indicates whether tasks have changed over period of time and whether employees have adequate skill in performing these tasks.
  • MAN ANALYSIS
    • The focus is on individual, his skills, abilities, knowledge, and attitude.
  • ADDITIONAL METHODS
    • ANALYSIS OF EQUIPMENT
    • BRAINSTORMING
    • PROBLEM CLINIC
    • SIMULATION
  • ANALYSIS OF EQUIPMENT
    • Change in equipment or modification of existing machines and equipment calls for new skills and abilities.
  • BRAINSTORMING
    • The technique consists of involving professionals with different backgrounds, assigning them a task and fixing a time limit. At the end of the time limit, the ideas generated are closely scrutinised to see what kind training would help.
  • PROBLEM CLINIC
    • In this case a homogeneous group meets informally to discuss a common problem and develop a solution.
  • SIMULATION
    • Some structured exercises are developed and individual or teams are asked to compete with each other on these exercises. Performance on these games highlights areas where training may be useful.
  • Training administration refers to converting training needs into contents, types of training programmes, location of training programmes, choice of faculty and participants and general administration. These issues deal with the design and development of training programmes.
  • Training Contents
    • Contents of training are very much influenced by the purpose and need for training.
    • Contents vary according to the level of participants in a training programme.
    • Sequencing of contents and pace of training.
  • Training Programme
    • Standard training programme – induction training, supervisory training, technical training and management development training programme.
    • Induction training- Wherein a new employee is introduced to the organisation, condition of services, rules of behaviour, etc.
    • Supervisory training – Supervisors are trained for technical skills, leadership qualities, for handling machines and men.
    • Technical training – it helps in introducing new employees to the organisation and in improving the skills of existing employees for promotions.
    • Management development – This type of training is for managers. These training programmes emphasise attitude and values, conceptual knowledge, analytical abilities and decision-making skills.
  • Implementation of Training Programme
    • Choice of participants
    • Choice of training programme – external programme or in-company programme.
    • External programme
    • Availability of programme
    • Number of people to be trained
    • Duration of which they could be taken off the job
    • Timing of training programmes
    • Cost of training programme
  • Problems in the Implementation of training programmes
    • Problems of faculty
    • The nature of physical facilities and general comfort of the participants
    • Size of the class
    • Ventilation and lighting arrangements
    • Seating arrangement
    • Punctuality
  • Training Evaluation
    • Evaluation of training effectiveness to assess the quality of training and to see what future changes in training plan should be made to make it more effective.
    • Immediate Evaluation
    • It refers to reaction of the participants as to how they have found a particular training programme. It seeks information on contents, reading materials, presentation, trainer’s mannerisms and relationship with other participants.
    • Utility Analysis
    • Utility is a function of the duration of a training programme’s effect on employees, the number of employees trained, the validity of the training programme, the value of the job for which the training was provided and the total cost of the programme.
    • THANK YOU?????