Employee training development

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Why and how of "training and development" as an HR tool

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Employee training development

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

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