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Employee training development

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    Employee training development Employee training development Presentation Transcript

    • Employee Training & Development
      RVSIMSR 26 March 2010
    • Today’s Agenda
      Importance of Training
      Who Will Do the Training
      How Employees Learn Best
      Developing a Job Training Program
      Retraining
      Orientation
    • What is training?
      Training: enhances the capabilities of an employee to perform his or her current job
      Focuses on the current job
      Examples for a bank teller:
      Training program to correctly identify counterfeit currency
      Training program in the bank’s new computer system used by tellers to process customer’s transactions
    • What is development?
      • Development: enhances the capabilities of an employee to be ready to perform possible future jobs
      • Focuses on future jobs
      • Developmental education programs
      • Examples for a bank teller:
      • Bank sends the teller to a day-long workshop on “Emerging Issues in Finance & Banking”
      • Bank pays for the employee to get his or her MBA degree
      • Developmental job experiences
      • Examples: job rotation or job enlargement
      • Developmental interpersonal relationships
      • Example: mentoring
    • Training Cycle
    • Types of Employee Training
      Job Instruction
      Retraining
      Orientation.
    • Types of Training
      The big sister, big brother, orbuddy system is when a old hand shows a newcomer the ropes.
      When good training is absent there is likely to be an atmosphere of tension, crisis, and conflict because nobody knows what to do.
    • The Benefits of Training: Supervisor
      Gives the more time to manage
      Standardized performance
      Less absenteeism
      Less turnover
      Reduced tension
      Consistency
      Lower costs
      More customers
      Better service
    • The Benefits of Training: Workers
      Gives the confidence to do their jobs
      Reduces tension
      Boost morale and job satisfaction
      Reduces injuries and accidents
      Gives them a chance to advance.
    • Then why is training often neglected?
      Urgency of need
      Training time
      Costs
      Employee turnover
      Short-term worker
      Diversity of worker
      Kinds of jobs (simple-complex)
      Not knowing exactly what you want your people to do and how
    • Who will do the Training?
      The magic apron method: people train themselves the easiest ways to get the job done, and what will keep them from getting into trouble.
      The person that is leaving trains: teaches shortcuts and ways of breaking the rules.
      Big sister, big brother, or buddy method: passes on bad habits and may resent new person as a competitor.
      The logical person to train new workers is YOURSEF!
    • How do Employees Learn the Best?
      Learning is the acquisition of skills, knowledge, or attitudes.
    • How employees learn the best:
      When they are actively involved in the learning process-(to do this choose a appropriate teaching method).
      Training is relevant and practical.
      Training material is organized and presented in chunks.
      Training is in an informal, quiet, and comfortable setting.
      When they have a good trainer.
      When they receive feedback on performance.
      When they are rewarded.
    • Developing a Job-Training Program
      Training plan: A detailed plan for carrying out employee training for a unit of work.
      1st- establish performance standards: they provide a ready made structure for a training program.
      2nd- write a training objective derived form above.
      3rd- Develop standard procedures (list tasks and spell them out).
    • Developing a Unit Training Program
      This is taught in several sessions.
      Should include two elements:
      1. Showing and telling the employee what to do.
      2. Having the employee do it (right).
      Training materials should be the same as used on the job.
    • Moving from Plan to Action
      Training people with some experience begins with a pretest.
      Carry out the training program with employees who do not meet standards.
      Once the training process is complete EVALUATE.
    • Evaluation
      Formal evaluation: uses observation, interviews, and surveys to monitor training while its going on.
      Summative evaluation: measures results when training is complete in five ways:
      1. Reaction
      2. Knowledge
      3. Behavior
      4. Attitudes
      5.Productivity
    • Job Instruction Training (JIT)
      Also called on the job training.
      Consists of 4 steps:
      1. Prepare the learner
      2. Demonstrate the task
      3. Have the worker do the task
      4. Follow through
    • Retraining
      Needed when changes are made that affect the job, employees performance drops below par, or when the worker has not mastered a particular technique.
    • Coaching
      A positive one-on-one approach to retraining is referred to a coaching.
      Coaching is a two part process.
      1. Observation of the employees performance.
      2. Conversation between manager and employee focusing on job performance.
    • Orientation: the pre-job phase of training.
      Introduces each new employee to the job and the workplace.
      Tells new staff members what they want to know and what the company wants them to know.
      Communicates information give out a employee handbook.
      Creates positive employee attitudes toward the company and the job.
    • Thank You!
      +91-97-87- 55- 55- 44
      • training@edventures1.com
      • www.edventures1.com