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

1. TRAINING AND DEVELOPMENT
BY:DHRUVI,ATITHYA,JALPA,KINJAL,DHARMARAJ,YASH

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. 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. Assessing Training Needs
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Performance Evaluation
Job Analysis
Attitude Survey
Advisory Panel
Ability Test Score
Feedback

5. Scope of Training
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Knowledge
Skills Acquisition
Attitude Formation
Ethical Values
Analytical Reasoning

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

8. 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

9. Conditions Necessary for an
Effective Training Program
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Top-management Support
Receptive Mindset of Trainees
Adoption of a Continuous Process
Technological Advances
Form and Timing of Training

10. 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.

11. Types of E-Learning
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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

12. Merits of E-Learning
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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

13. 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.

14. 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

15. 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

16. 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.

17. 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

18. 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

19. 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

20. Management Development Programs

21. Purposes Of Evaluation of the
Development Program
Proving
Controlling
Improving
Learning

22. Impediments to Effective Succession
Management
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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