1. TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes and behaviors 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
 It’s not the goal you set, but it’s what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current situation
looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.
Importance of training and developments
 Optimum Utilization of Human Resources – Training and Development
helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual goals.
 Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.
Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of Human intellect and an overall personality of the employees.

2. Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal.
Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal
to learn within the employees.
Organization Culture – Training and Development helps to develop and improve
the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.
Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
Quality – Training and Development helps in improving upon the quality of work
and work-life.
Healthy work environment – Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so
that individual goals aligns with organizational goal.
Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.
Morale – Training and Development helps in improving the morale of the work
force.
Image – Training and Development helps in creating a better corporate image.
Profitability – Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
gets more effective decision making and problem solving. It helps in
understanding and carrying outorganisational policies
loyalty, better attitudes, and other aspects that successful workers and managers
usually display.

3. Importance of training objectives
Training objectives are one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training objectives
actually lead the design of training. It provides the clear guidelines and develops the
training program in less time because objectives focus specifically on needs. It helps
in adhering to a plan.
Training objective tell the trainee that what is expected out of him at the end of the
training program. Training objectives are of great significance from a number of
stakeholder perspectives,
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer – The training objective is also beneficial to trainer because it helps the trainer
to measure the progress of trainees and make the required adjustments. Also, trainer
comes in a position to establish a relationship between objectives and particular
segments of training.
Trainee – The training objective is beneficial to the trainee because it helps in reducing the
anxiety of the trainee up to some extent. Not knowing anything or going to a place which
is unknown creates anxiety that can negatively affect learning. Therefore, it is important

4. to keep the participants aware of the happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make the
training successful. The objectives create an image of the training program in trainee’s
mind that actually helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the likelihood of
achieving those goals is much higher than the situation in which no goal is set.
Therefore, training objectiveshelps in increasing the probability that the participants will
be successful in training.
Designer– The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then he’ll buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills, such as
verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect
in a product or when a customer is angry.
Therefore, without any guidance, the training may not be designed appropriately.
Evaluator – It becomes easy for the training evaluator to measure the progress of the
trainees because the objectives define the expected performance of trainees. Training
objective is an important to tool to judge the performance of participants.
Training and consultancy
Training consultancy provides industry professional to work with an organization in
achieving its training and development objectives.
Estimation of Training Outsourcing
It has been estimated that 58% of the emerging market in training outsourcing is in
customer education, while only 42 percent of the market is in employee education.
The training consultancies offer various benefits such as:

5. Training Courses that Consultancies Offer
The various courses that consultancies offer are:
 Business Training Courses
o Management Development
 Conflict Management
 Managing Diversity
 Project Management
 Stress Management
 Time Management
 Senior Management Workshops
o Sales
 Negotiation Skills
 Sales Technique
o Customer Care
 Customer Care Training
 Managing Customers
o Human Resource
 HR Administration
 Induction Training
 Recruitment & Selection
 Successful Appraising
o Personal Development Courses
o Workshops on:

6.  Assertive Skills
 Building Confidence
 Coping with Change
 Interview Techniques
 Maximize Potential
o One to One Coaching
 Focused entirely on personal objectives
 Move forward at individual pace
 Material used in tailor made to specific development Need
 A strict code of confidentiality
Importance of Training Consultancies
 It helps in enhancing company’s image.
 It helps in strengthening the team spirit.
 It helps in applying knowledge, developing core competencies, and reducing
work load.
 It helps in improving the work relations.
 It helps in developing focused and inspired staff.
 It leads to greater chances of success.
Consultants can provide help on following areas:
 Management Development
 Team Building Leadership
 Health & Safety Training
 Interpersonal Skills
 Sales Training
Example: T.V. Rao Learning Systems is a popular training consultancy in India.

7. Training and human resource management
The HR functioning is changing with time and with this change, the relationship between
the training function and other management activity is also changing. The training
and development activities are now equally important with that of other HR
functions. Gone are the days, when training was considered to be futile, waste of time,
resources, and money. Now a days, training is an investment because the departments
such as, marketing & sales, HR, production, finance, etc depends on training for its
survival. If training is not considered as a priority or not seen as a vital part in the
organization, then it is difficult to accept that such a company has effectively carried
out HRM. Training actually provides the opportunity to raise the profile development
activities in the organization.
To increase the commitment level of employees and growth in quality movement
(concepts of HRM), senior management team is now increasing the role of training.
Such concepts of HRM require careful planning as well as greater emphasis on
employee development and long term education. Training is now the important tool
of Human Resource Management to control the attrition rate because it helps in
motivating employees, achieving their professional and personal goals, increasing the
level of job satisfaction, etc. As a result training is given on a variety of skill
development and covers a multitude of courses.
Role of HRD Professionalsin Training
This is the era of cut-throat competition and with this changing scenario of business;
the role of HR professionals in training has been widened. HR role now is:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training
Training is a sub-system of the organization because the departments such as,
marketing & sales, HR, production, finance, etc depends on training for its
survival. Training is a transforming process that requires some input and in
turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

8. THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to
perform a particular function. An organization is a system and training is a sub
system of the organization.
The System Approach views training as a sub system of an
organization. System Approach can be used to examine broad issues like
objectives, functions, and aim. It establishes a logical relationship
between the sequential stages in the process of training need analysis (TNA),
formulating, delivering, and evaluating.
There are 4 necessary inputs i.e. technology, man, material, time required in every
system to produce products or services. And every system must have some output
from these inputs in order to survive. The output can be tangible or intangible
depending upon the organization’s requirement. A system approach to training is
planned creation of training program. This approach uses step-by-step procedures to
solve the problems. Under systematic approach, training is undertaken on planned
basis. Out of this planned effort, one such basic model of five steps is system model
that is explained below.
Organization are working in open environment i.e. there are some internal and
external forces, that poses threats and opportunities, therefore, trainers need to be
aware of these forces which may impact on the content, form, and conduct of the
training efforts. The internal forces are the various demands of the organization for a
better learning environment; need to be up to date with the latest technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
Systematic model training
The systemmodel consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn, estimating

9. training cost, etc The next step is to develop a performance measure on the basis of
which actual performance would be evaluated.
2. Designand provide training to meet identified needs. This step requires
developing objectives of training, identifying
the learning steps, sequencing and structuring the contents.
3. Develop- This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training
material, validating information to be imparted to make sure it accomplishes all the
goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to
the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the previous
stage in order to remedy or improve failure practices.

10. Instructional system development model
Instructional System Development model or ISD training model was made to
answer the training problems. This model is widely used now-a-days in the
organization because it is concerned with the training need on the job
performance. Training objectives are defined on the basis of job responsibilities
and job description and on the basis of the defined objectives individual progress
is measured. This model also helps in determining and developing the favorable
strategies, sequencing the content, and delivering media for the types of training
objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSIS – This phase consist of training need assessment, job analysis, and
target audience analysis.
2. PLANNING – This phase consist of setting goal of the learning outcome,
instructional objectives that measures behavior of a participant after the training,
types of training material, media selection, methods of evaluating the trainee,
trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.

11. 3. DEVELOPMENT – This phase translates design decisions into training material.
It consists of developing course material for the trainer including handouts,
workbooks, visual aids, demonstration props, etc, course material for the trainee
including handouts of summary.
4. EXECUTION – This phase focuses on logistical arrangements, such as arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and
other training accessories.
5. EVALUATION – The purpose of this phase is to make sure that the training
program has achieved its aim in terms of subsequent work performance. This phase
consists of identifying strengths and weaknesses and making necessary amendments
to any of the previous stage in order to remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the training program. It
also highlights that feedback is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the next phase.
Transitionalmodel
Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training
model i.e. inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve after
the defined point of time. A vision statement tells that where the organization sees
itself few years down the line. A vision may include setting a role mode, or bringing
some internal transformation, or may be promising to meet some other deadlines.
Mission– explain the reason of organizational existence. It identifies the position in
the community. The reason of developing a mission statement is to motivate, inspire,
and inform
the employees regarding the organization. The mission statement tells about the identity that
how the organization would like to be viewed by the customers, employees, and all other
stakeholders.
Values – is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment. For
example, values may include social responsibility, excellent customer service, etc.

12. The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these three
things in mind and then the training model is further implemented.
Methods of training
There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each method,
also its impact on trainees keeping their background and skills in mind before giving
training.
Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written
or verbal information, demonstrate relationships among concepts, etc. These methods
are associated with changes in knowledge and attitude by stimulating learning.

13. The various methods that come under Cognitive approach are:
 LECTURES
 DEMONSTRATIONS
 DISCUSSIONS
o COMPUTER BASED TRAINING (CBT)
o INTELLEGENT TUTORIAL SYSTEM(ITS)
o PROGRAMMED INSTRUCTION (PI)
o VIRTUAL REALITY
Behavioralmethods are more of giving practical training to the trainees. The
various methods under Behavioral approach allow the trainee to behavior in a real
fashion. These methods are best used for skill development.
The various methods that come under Behavioral approach are:
 GAMES AND SIMULATIONS
o BEHAVIOR-MODELING
o BUSINESS GAMES
o CASE STUDIES
o EQUIPMENT STIMULATORS
o IN-BASKET TECHNIQUE
o ROLE PLAYS
Both the methods can be used effectively to change attitudes, but through different
means.
Another Method is MANAGEMENT DEVELOPMENT METHOD –

14. MANAGEMENT DEVELOPMENT –
The more future oriented method and more concerned with education of the employees.
To become a better performer by education implies that management development
activities attempt to instill sound reasoning processes.
Management development method is further divided into two parts:
ON THE JOB TRAINING –
The development of a manager's abilities can take place on the job. The four techniques
for on the job development are:
 COACHING
Coaching is one of the training methods, which is considered as a corrective
method for inadequate performance. According to a survey conducted by
International Coach Federation (ICF), more than 4,000 companies are using
coach for their executives. These coaches are experts most of the time outside
consultants.
A coach is the best training plan for the CEO’s because
done on phone, meetings, through e-mails, chat

15. improvementThis method best suits for the people at the top because if we see
on emotional front, when a person reaches the top, he gets lonely and it becomes
difficult to find someone to talk to. It helps in finding out the executive’s specific
developmental needs. The needs can be identified through 60 degree
performance reviews.
Procedure of the Coaching
The procedure of the coaching is mutually determined by the executive and
coach. The procedure is followed by successive counseling and meetings at the
executive’s convenience by the coach.
1. Understand the participant’s job, the knowledge, skills, and attitudes, and
resources required to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be achieved
3. Mutually arrive at a plan and schedule
4. At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback

16. 5. Repeat step 4 until performance improves
For the people at middle level management, coaching is more likely done by the
supervisor; however experts from outside the organization are at times used for
up and coming managers. Again, the personalized approach assists the manger
focus on definite needs and improvement.
 MENTORING
entoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the
organization goes to achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive
mentoring is generally done by someone inside the company. The executive can
learn a lot from mentoring. By dealing with diverse mentee’s, the executive is given
the chance to grow professionally by developing management skills and learning
how to work with people with diverse background, culture, and language and

17. personality types.
Executives also have mentors. In cases where the executive is new to the
organization, a senior executive could be assigned as a mentor to assist the new
executive settled into his role. Mentoring is one of the important methods for
preparing them to be future executives. This method allows the mentor to determine
what is required to improve mentee’s performance. Once the mentor identifies the
problem, weakness, and the area that needs to be worked upon, the mentor can advise
relevant training. The mentor can also provide opportunities to work on special
processes and projects that require use of proficiency.
Some key points on Mentoring
 Mentoring focus on attitude development
 Conducted for management-level employees
 Mentoring is done by someone inside the company
 It is one-to-one interaction
 It helps in identifying weaknesses and focus on the area that needs
improvement
 JOB ROTATION
For the executive, job rotation takes on different perspectives. The executive is
usually not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same organization
or subsidiary, job rotation might be to the supplier to see how the business operates

18. from the supplier point of view. Learning how the organization is perceived from the
outside broadens the executive’s outlook on the process of the organization. Or the
rotation might be to a foreign office to provide a global perspective.
For managers being developed for executive roles, rotation to different functions in
the company is regular carried out.
This approach allows the manger to operate in diverse roles and understand the
different issues that crop up. If someone is to be a corporate leader, they must have
this type oftraining. A recent study indicated that the single most significant factor
that leads to leader’s achievement was the variety of experiences in different
departments, business units, cities, and countries.
An organized and helpful way to develop talent for the management or executive
level of the organization is job rotation. It is the process of preparing employees at a
lower level to replace someone at the next higher level. It is generally done for the
designations that are crucial for the effective and efficient functioning of the
organization.
Benefits of Job Rotation
Some of the major benefits of job rotation are:
 It provides the employees with opportunities to broaden the horizon of
knowledge, skills, and abilities by working in different departments, business
units, functions, and countries
 Identification of Knowledge, skills, and attitudes (KSAs) required
 It determines the areas where improvement is required
 Assessment of the employees who have the potential and caliber for filling the
position

19.  JOB INSTRUCTION TECHNIQUE (JIT)
Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual
and procedural), skills and attitudes development.
Procedure of Job Instruction Technique (JIT)
JIT consists of four steps:
 Plan – This step includes a written breakdown of the work to be done
because the trainer and the trainee must understand that documentation is
must and important for the familiarity of work. A trainer who is aware of the
work well is likely to do many things and in the process might miss few
things. Therefore, a structured analysis
and proper documentation ensures that all the points are covered in the training
program. The second step is to find out what the trainee knows and
what training should focus on.
Then, the next step is to create a comfortable atmosphere for the trainees’ i.e. proper
orientation program, availing the resources, familiarizing trainee with the training
program, etc.
Present – In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work. When the trainer finished, the trainee
demonstrates how to do the job and why is that done in that specific manner. Trainee
actually demonstrates the procedure while emphasizing the key points and safety
instructions.
Trial – This step actually a kind of rehearsal step, in which trainee tries to perform
the work and the trainer is able to provide instant feedback. In this step, the focus is on
improving the method of instruction because a trainer considers that any error if
occurring may be a function of training not the trainee. This step allows the trainee to
see the after effects of using an incorrect method. The trainer then helps the trainee by

20. questioning and guiding to identify the correct procedure.
Follow-up – In this step, the trainer checks the trainee’s job frequently after the
training program is over to prevent bad work habits from developing.
OFF THE JOB TRAINING –
There are many management development techniques that an employee can take in off
the job. The few popular methods are:
 SENSITIVITY TRAINING
Sensitivity training is about making people understand about themselves and others
reasonably, which is done by developing in them social sensitivity and behavioral
flexibility.
Social sensitivity in one word is empathy. It is ability of an individual to sense
what others feel and think from their own point of view.
Behavioral flexibility is ability to behave suitably in light of understanding.
Procedure of Sensitivity Training
Sensitivity Training Program requires three steps:
Unfreezing the old values –It requires that
the trainees become aware of the inadequacy of the old values. This can be done when
the trainee faces dilemma in which his old values is not able to provide proper
guidance. The first step consists of a small procedure:
 An unstructured group of 10-15 people is formed.
 Unstructured group without any objective looks to the trainer for its guidance
 But the trainer refuses to provide guidance and assume leadership

21.  Soon, the trainees are motivated to resolve the uncertainty
 Then, they try to form some hierarchy. Some try assume leadership role which
may not be liked by other trainees
 Then, they started realizing that what they desire to do and realize the
alternative ways of dealing with the situation
Procedure of Sensitivity Training
Development of new values – With the trainer’s support, trainees begin to
examine their interpersonal behavior and giving each other feedback. The reasoning of
the feedbacks are discussed which motivates trainees to experiment with range of new
behaviors and values. This process constitutes the second step in the change process of
the development of these values.
Refreezing the new ones – This step depends upon how much opportunity the
trainees get to practice their new behaviors and values at their work place.
 TRANSACTIONAL ANALYSIS

22. Transactional Analysis provides trainees with a realistic and useful method for
analyzing and understanding the behavior of others. In every social interaction, there
is a motivation provided by one person and a reaction to that motivation given by
another person. This motivation reaction relationship between two persons is a
transaction.
Transactional analysis can be done by the ego states of an individual.
An ego state is a system of feelings accompanied by a related set of behaviors.
There are basically three ego states:
Child: It is a collection of recordings in the brain of an individual of behaviors,
attitudes, and impulses which come to her naturally from her own understanding as a
child. The characteristics of this ego are to be spontaneous, intense, unconfident,
reliant, probing, anxious, etc. Verbal clues that a person is operating from its child
state are the use of words like "I guess", "I suppose", etc. and non verbal clues like,
giggling, coyness, silent, attention seeking etc.
Parent: It is a collection of recordings in the brain of an individual of behaviors,
attitudes, and impulses imposed on her in her childhood from various sources such as,
social, parents, friends, etc. The characteristics of this ego are to be overprotective,
isolated, rigid, bossy, etc.Verbal clues that a person is operating from its parent states
are the use of words like, always, should, never, etc and non-verbal clues such as,
raising eyebrows, pointing an accusing finger at somebody, etc.
Adult: It is a collection of reality testing, rational behavior, decision making, etc. A

23. person in this ego state verifies, updates the data which she has received from the
other two states. It is a shift from the taught and felt concepts to tested concepts.
All of us evoke behavior from one ego state which is responded to by the other person
from any of these three states.
 STRAIGHT LECTURES/ LECTURES
It is one of the oldest methods of training. This method is used to create
understanding of a topic or to influence behavior, attitudes through lecture. A lecture
can be in printed or oral form. Lecture is telling someone about something. Lecture
is given to enhance the knowledge of listener or to give him the theoretical aspect of
a topic. Training is basically incomplete without lecture. When thetrainer begins the
training session by telling the aim, goal, agenda, processes, or methods that will be
used in training that means the trainer is using the lecture method. It is difficult to
imagine training without lecture format. There are some variations in Lecture
method. The variation here means that some forms of lectures are interactive while
some are not.
Straight Lecture: Straight lecture method consists of presenting information, which
the trainee attempts to absorb. In this method, the trainer speaks to a group about a
topic. However, it does not involve any kind of interaction between the trainer and
the trainees. A lecture may also take the form of printed text, such as books, notes,
etc. The difference between the straight lecture and the printed material is the trainer’s
intonation, control of speed, body language, and visual image of the trainer. The
trainer in case of straight lecture can decide to vary from the training script, based on
the signals from the trainees, whereas same material in print is restricted to what is
printed.

24. A good lecture consists of introduction of the topic, purpose of the lecture, and
priorities and preferences of the order in which the topic will be covered.
Main Features of Lecture Method
Some of the main features of lecture method are:
 Inability to identify and correct misunderstandings
 Less expensive
 Can be reached large number of people at once
 Knowledge building exercise
 Less effective because lectures require long periods of trainee inactivity
 SIMULATION EXERCISES
Games and Simulations are structured and sometimes unstructured, that are usually
played for enjoyment sometimes are used for training purposes as an educational
tool. Training games and simulations are different from work as they are designed to
reproduce or simulate events, circumstances, processes that take place in trainees’
job.
A Training Game is defined as spirited activity or exercise in
which trainees compete with each other according to the defined set of rules.
Simulation is creating computer versions of real-life games. Simulation is about
imitating or making judgment or opining how events might occur in a real situation.
It can entail intricate numerical modeling, role playing without the support of

25. technology, or combinations.
Training games and simulations are now seen as an effective tool for training because
its key components are:
 Challenge
 Rules
 Interactivity
These three components are quite essential when it comes to learning.
Some of the examples of this technique are:
Trainees can therefore experience these events, processes, games in a controlled
setting where they can develop knowledge, skills, and attitudes or can find out
concepts that will improve their performance.
The various methods that come under Games and Simulations are:
o BEHAVIOR-MODELING
Behavior Modeling uses the innate inclination for people to observe others to
discover how to do something new. It is more often used in combination with
some other techniques.

26. Procedure of Behavior Modeling Technique
In this method, some kind of process or behavior is videotaped and then is
watched by the trainees. Games and simulationsection is also included
because once the trainees see the videotape, they practice the behavior through
role plays or other kind of simulation techniques. The trainee first observes the
behavior modeled in the video and then reproduces the behavior on the job.
provided to the trainers
critical behavior they have to watch
itable behaviors
trainees are encouraged to practice the suitable behavior in a role
play or through any other method of simulation
e opportunities to give reinforcement for
appropriate imitation of the model’s behavior
on the work place
Behavior modeling focuses on developing behavioral and interpersonal skills.
This type of method can be used for training in
 Sales training
 Interviewee training
 Interviewer training
 Safety training

27.  Interpersonal skills training
o BUSINESS GAMES
With the increase in globalization and changing technologies, many
organizations are now moving from board games to computer based
simulations, using interactive multimedia (IM) and virtual reality (VR).
Business games are the type of simulators that try to present the way an
industry, company, organization, consultancy, or subunit of a company
functions. Basically, they are based on the set of rules, procedures, plans,
relationships, principles derived from the research. In the business
games, trainees are given some information that describes a particular
situation and are then asked to make decisions that will best suit in the favor of
the company. And then the system provides the feedback about the impact of
their decisions.
Again, on the basis of the feedback they are asked to make the decisions again.
This process continues until some meaningful results do not came out or some
predefined state of the organization exists or a specified number of trails are
completed.
As an example, if the focus is on organization's financial state, the game may
end when the organization reach at desirable or defined profitability level.
Some of the benefits of the business games are:
 It develops leadership skills
 It improves application of total quality principles
 It develops skills in using quality tools
 It strengthen management skills

28.  It demonstrates principles and concepts
 It explores and solves complex problem
Many games and simulations examine the total organization but only some
focus on the functional responsibilities of specific positions in an organization.
Business games simulate whole organization and provide much better
perspective than any other training methods. They allow trainees to see how
their decisions and actions impact on the related areas.

29. o CASE STUDIES
Case Studies try to simulate decision making situation that trainees may find
at their work place. It reflects the situations and complex problems faced by
managers, staff, HR, CEO, etc. The objective of the case study method is to
get trainees to apply known concepts and ideologies and ascertain new ones.
The case study method emphasize on approach to see a particular problem
rather than a solution. Their solutions are not as important as the understanding
of advantages and disadvantages.
Procedure of the Case Study Method
written material, and the some complex
situations of a real or imaginary organization. A case study may range from 50
to 200 pages depending
upon the problem of the organization.
The longer case studies provide enough of the information to be examined
while the shorter ones require the trainee to explore and conduct research to
gather appropriate amount of information.
he case by
identifying and giving possible solutions to the problem.
enough time left, they are also allowed to collect relevant information that
supports their solution.
the individuals reach the solution of a problem, they meet in small
groups to discuss the options, solutions generated.
Case Study method focuses on:
 Building decision making skills
 Assessing and developing Knowledge, Skills and Attitudes (KSAs)

30.  Developing communication and interpersonal skills
 Developing management skills
 Developing procedural and strategic knowledge
o EQUIPMENT STIMULATORS
quipment simulators are the mechanical devices that necessitate trainees to
use some actions, plans, measures, trials, movements, or decision processes
they would use with equipment back on the their respective work place.
It is imperative that the simulators be designed to repeat, as closely as possible,
the physical aspects of equipment and operational surroundings trainees will
find at their work place. This is also called as physical fidelity of the
simulation.
Besides that, the mental conditions under which the equipment is operated
such as, increasing demands, pressure of time, and relationship with
colleagues, subordinates, etc must also be closely matched to what the trainees
experience on the work place.
The literature on socio-technical approaches to organizational development
provides guidelines for the design or redesign of tools. Human Resource
professionals involved in propose of simulators and their pre-testing should
engage those who will be using the equipment and their supervisors. Their input
can help in reducing the potential resistance, errors in the equipment and more
importantly, it also increases the degree of reliability between the simulation
and the work setting.
Equipment simulators can be used in giving training to:
 Air Traffic Controllers

31.  Taxi Drivers
 Telephone Operators
 Ship Navigators
 Maintenance Workers
 Product Development Engineers
 Airline Pilots
 Military Officers
o IN-BASKET TECHNIQUE
In-Basket Technique – It provides trainees with a log of written text or
information and requests, such as memos, messages, and reports, which would
be handled by manger, engineer, reporting officer, or administrator.
Procedure of the In basket Technique
e information about the role to be
played such as, description, responsibilities, general context about the role.
-basket and
asked to respond to materials within a particular time period.

32. -basket, a discussion with the trainer takes
place.
trainer then provides feedback, reinforcing decisions made suitably or
encouraging the trainee to increase alternatives for those made unsuitably.
A variation on the technique is to run multiple, simultaneous in baskets in which
each traineereceives a different but organized set of information. It is important
that trainees must communicate with each other to accumulate the entire
information required to make a suitable decision.
This technique focuses on:
 Building decision making skills
 Assess and develops Knowledge, Skills and Attitudes (KSAs)
 Develops of communication and interpersonal skills
 Develops procedural knowledge
 Develops strategic knowledge

33. These skills are mainly cognitive to a certain extent than behavioral.
o ROLE PLAYS
Role play is a simulation in which each participant is given a role to
play. Traineesare given with some information related to description of the
role, concerns, objectives, responsibilities, emotions, etc. Then, a general
description of the situation, and the problem that each one of them faces, is
given. For instance, situation could be strike in factory, managing conflict, two
parties in conflict, scheduling vacation days, etc. Once the participants read
their role descriptions, they act out their roles by interacting with one another.
Role Plays helps in

34. ls and communication skills
There are various types of role plays, such as:
Multiple Role Play – In this type of role play, all trainees are in groups, with
each group acting out the role play simultaneously. After the role play, each
group analyzes the interactions and identifies the learning points.
Single Role Play – One group of participants plays the role for the rest,
providing demonstrations of situation. Other participants observe the role play,
analyze their interactions with one another and learn from the play.
Role Rotation – It starts as a single role play. After the interaction of
participants, the trainer will stop the role play and discuss what happened so far.
Then the participants are asked to exchange characters. This method allows a
variety of ways to approach the roles.
Spontaneous Role Play – In this kind of role play, one of the trainees plays
herself while the other trainees play people with whom the first participant
interacted before.

35. CASE STUDY
SALES TRAINING AT ABC COMPANY
Few years ago, ABC Company developed a training strategy for training its global
sales force. An important feature of the strategy was to create a master training plan
for each year. The organization’s strategic plans, objectives, and functional tactics
would drive this plan. Once an initial procedure was designed it was then evaluated
and critiqued by the top management, different units, and training council. The input
from these stakeholders would be summarized and transferred into a master training
plan.
The major question that was asked by the designers of training program was, "what
results do we want from salespeople after the training program is over?" Answer to
this
question becomes the objective of the training program.
Then training content was designed, videos were made. The videos took 3 to 6 months
to produce. Video contains live production plants, clients’ offices, partner offices,
suppliers, manufacturers’ locations, and other locations.
Videos were used to train sales people in various areas, such as:
 Market information i.e. about customer profile, market updates, and
computer integrated manufacturing applications, etc
 Sales Process i.e. how to deal in the situation of conflicts with customer,
coaching on undesirable behavior, supplement skills developed during live
courses
 Product information, such as, product usage, applications, system
description, product description, comparison with competitor’s products, etc
 Policies and procedures, i.e. about sales contests, incentive plans on

36. achieving targets, annual bonuses, winners receiving the best salesperson
award to motivate the sales force
Around thousands of sales persons were getting a specific video training. The sales
people were getting training material along with the video. Sales representatives then
watch video, follow the directions, and refer to the material if faces any problem.
When salespeople feel they have mastered the material, they would take an exam and
call a toll-free number to transmit responses to exam.
Salespeople who successfully passed an exam were factored into performance and
merit reviews as well as promotional opportunities. Those who couldn’t pass the exam
were asked to go through the material and video again before retaking the exam. If the
salesperson failed an exam again, the reporting manager was notified.
This case gives rise to few important questions. These questions are:
 In today’s technological world, is video still the best way to deliver the
training?
 Is video the most effective way to achieve training objectives?
 What role did cost of development, cost of delivery, and other constraints play
in selection of video delivery system?