Training and development by Pravin Durai


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This is the point wise summary of chapter 10 and chapte 11 from the book of human resouece and development by pravin durai. I

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Training and development by Pravin Durai

  2. 2. What is Training?? “Training refers to the methods used to give new or present employees the skills they need to perform their job.” —Gary Dessler
  3. 3. Significance of Employee Training • Enlargement of Skills and Competency • Effective Utilization of the Existing Human Resources • Enhancement of Customer Satisfaction • Enhancing Competitive Advantage • Enrichment of Team Spirit • Ensuring Personal Growth • Enabling a Learning Culture • Establishing a Positive Organizational Climate • Encouraging Better Health and Safety Measures • Ensuring Organizational Growth and Development
  4. 4. Assessing Training Needs • • • • • • Performance Evaluation Job Analysis Attitude Survey Advisory Panel Ability Test Score Feedback
  5. 5. Scope of Training • • • • • Knowledge Skills Acquisition Attitude Formation Ethical Values Analytical Reasoning
  6. 6. Steps in an Employee Training Process Determinati on of the Training Needs Developme nt of the Training Objectives Selection of the Training Techniques Identifying the Trainer Implementi ng the Training Programme Evaluation of the Training Programme Feedback
  7. 7. Evaluation Studies Effects to be Measured Design Time Series Design Pre-Test–PostTest Control Group Design Participa nts’ Impressi ons Learning Level Behavioural Improvements Accomplishme nt of Training and Development Objectives
  8. 8. Conditions Necessary for an Effective Training Program • • • • • Top-management Support Receptive Mindset of Trainees Adoption of a Continuous Process Technological Advances Form and Timing of Training
  9. 9. Latest Training Technique- E-Learning • E-learning is generally related to the planned use of networked information and communications technology in learning. • It is known by several names such as online learning, virtual learning, network Web-based learning and distributed learning. • It is also called just-in-time training as training is provided anytime, anywhere in the world when it is needed.
  10. 10. Types of E-Learning • • • • • • • • Online Learning Web-based Training Technology-based Training Computer-based Training Individualized self-paced e-learning online Individualized self-paced e-learning offline Group-based synchronous e-learning Group-based asynchronous e-learning
  11. 11. Merits of E-Learning • • • • • • • • • Substitute for Instructor-based Learning Flexibility of Time and Place Storage of Information Application of Multimedia Tools Simulated Real-Time Experience Personalized Learning Practices Absence of Notional Cost Better Measurement of Effectiveness Learning on Demand
  12. 12. Limitations of E-Learning • The complexities of technology make e-learning difficult for unskilled workers. • E-learning is used more as a supplement for conventional instructor-led training than as its substitute. • The application of training is somewhat limited as it may not be suitable for region-specific efforts like implementing cultural changes and attitudinal changes. • There are no adequate research findings available on the learning effectiveness of e-learning as compared to that of traditional training methods. • The introduction of e-learning entails an initial investment and an upfront cost, which may be high.
  13. 13. Issues in Training • Absence of corporate commitment • Fear that trained employees will be lured by the competitors • Cost and infrastructure requirements of training make it unaffordable • Accounting rules generally treat training as expenses • Lack of adequate financial support from the government • Low availability of employable graduates with adequate skills • Lack of university and industry cooperation on a sustained basis
  14. 14. Training Vs. Development Training Development Increases job skills Changes attitude For imparting specific skills For overall development Short term perspective Long term perspective Job oriented in nature Career oriented in nature Role of a trainer is important Self development important 15
  15. 15. Management Development • Management development consist of all activities by which executives, learn to improve their behavior and performance. • It is designed to improve the effectiveness of managers in their present job and to prepare them for higher jobs in future. • It involve all those activities and programs which have substantial influence on changing the capacity of the individual to perform his present assignment better and in so doing are likely to increase his potential for future management assignments.
  16. 16. Need for management development in an organization • The manager must have working knowledge of the new technology. • Socio-cultural environment is changing at a fast speed. • The managers must have up-to-date knowledge of the socio-cultural environment to understand the behavior of people. • Frequent labor-management conflicts need trained managers to bring industrial peace in the organization. • To understand and meet the needs of consumers properly
  17. 17. Objectives of Management Development Programmes • To increase the overall knowledge and conceptual and decision making skill of managers • To improve the performance of managers in their present position • To introduce change in the organisation by developing managers into change agents or facilitators • To provide opportunities to the managers for their career advancement
  18. 18. Process of management development in an organization Assessing the Company's Strategic Needs Evaluating the Skills and Competencies of the Managers Evolving Strategies for the Development of Managers
  19. 19. Management Development Programs
  20. 20. Purposes Of Evaluation of the Development Program Proving Controlling Improving Learning
  21. 21. Impediments to Effective Succession Management • • • • • • • • • Lack of Criteria for the Identification of the Successor Presence of Traditional Replacement Systems Improper Diagnosis of Development Requirements Inadequate Focus on Interpersonal Skill Requirements Too Little Importance to Lateral Mobility Lack of Sufficient and Timely Sharing of Feedback Lack of Follow-up Action Absence of Managerial Initiative and Support Insecurity of the Boss