Types of training


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Types of training

  2. 2. TYPES OF TAINING 1. Induction or Orientation Training 2. Job Training 3. Safety Training 4. Promotional Training 5. Refresher Training 6. Remedial Training 7. Internship Training
  3. 3. INDUCTION/ORIENTATION  Introducing a new employee to the organization and its procedures, rules and regulations.  Every new employee needs to be made familiar with his job, his superiors and subordinates and with the rules and regulations of the Organization.  It is short and informative  Given immediately after recruitment • Eg. Induction programme at the Marriot Hotel is a two day event which includes - Presentation Sessions and Interaction with Top management, games, team building approach etc.
  4. 4. ORIENTATION  The primary reason for orientation programs is that the sooner employees know basic information related to their job, the sooner they can become productive.  It also reduces their nervousness and uncertainty, and leads to more satisfaction so they are less likely to quit  Orientation training is used to develop a positive attitude in employees.  The time spent conducting a session shows that the organization values the new employees.
  5. 5. USE OF HANDBOOK  Employee Handbook: A document that describes an organization’s conditions for employment  (such as attendance, behavior on the job, performance of duties), policies regarding employees  (time off, hours of work, benefits), administrative procedures  (filling out timesheets and travel expense reports), and related matters.
  6. 6. JOB TRAINING  To increase the knowledge and skills of an employee for improving performance on the job.  It may include  Informing about machine and its handling  Process of production  Methods to be used  The purpose is to reduce accidents, waste, and inefficiency in performance
  7. 7. SAFETY TRAINING  Training provided to minimize accidents and damage to the machinery  It involves instruction in the use of safety devices and in safety consciousness.
  8. 8. PROMOTIONAL TRAINING  It involves training of existing employees to enable them to perform higher level jobs.  Employees with potential are selected and are given training before their promotion.
  9. 9. REFRESHER TRAINING  Also called Retraining  Purpose is to acquaint the existing employees with the latest methods of performing their jobs and improve their efficiency further i.e. to avoid personnel obsolescence  It is essential because-  To relearn  To keep pace with the technological changes in the field  When newly created jobs are given to existing employees
  10. 10. REMEDIAL TRAINING  To overcome the shortcomings in the behavior and performance of old employees  It may include unlearning certain inappropriate methods and techniques  Should be conducted by Psychological experts
  11. 11. INTERNSHIP TRAINING  Under this educational or vocational institutes enter in an arrangement with an industrial enterprise for providing practical knowledge to its students  The organization providing the training may even absorb the candidates post training  Eg Engineering and MBA students undergo such training
  12. 12. TRAINING AT INFOSYS  Infosys Technologies Limited, one of India’s biggest IT & software companies provided IT services, solutions and consultation globally and employed over 49,000 employees worldwide  Infosys has remained successful over the years in keeping the attrition rate lower as compared to the industry average and has been recognized world over for its efforts in training its employees.  The 14 ½ week rigorous training module for freshers which Infosys conducts at Infosys U, one of the largest corporate training centers in the world has been described. The training module encompasses both technical and soft skills training and gears the fresher for a challenging career.
  13. 13. INFOSYS TRAINING…  Infosys imparts continuous training to its employees based on specific requirements as they progress in their career paths. It was rated as the ‘Best Employer in India’ in 2001 and 2002 by leading Indian business magazines and as the world’s best in employee training and development by The American Society for Training and Development for consecutive three years 2002, 2003 & 2004. These and various such recognitions have been the testimony of Infosys’s commitment towards its employees.
  14. 14. THE GLOBAL BUSINESS FOUNDATION SCHOOL: INFOSYS TRAINING PROGAMME  The American Society for Training and Development (ASTD) has rated Infosys Technologies Ltd as the world's best in employee training and development.  The Global Business Foundation School is a structured programme to enhance technical and behavioural competencies of fresh engineering graduates.  The one-year programme equips freshers for the challenging software career ahead of them.
  15. 15. CONT.  "The programme requires participants to integrate technology, methodology, people and process elements. In addition to technical courses, fresh entrants are exposed to courses on communication skills, interpersonal skills, management development and quality systems to absorb the company's corporate culture
  16. 16. SIEMENS TRAINING PROGRAMS  . In keeping with this dynamic development, the educational activities of Siemens Aktienge- sellschaft-a universal electrotechnical enterprise with general offices in Munich and 300 000 employees in more than 100 countries-have been replanned and fundamentally reorganized.  General and staff-oriented knowledge is administered by central or corporate education departments; product or line-oriented knowledge is administered by decentralized or regional departments.
  17. 17.  Proposals for desired courses of study are solicited from both supervisory and non- supervisory personnel. Education centers in Erlangen and Munich and one management center are presently under construction or in the planning stages.  The current investment in training of some 10,000 future employees amounts to 22-million dollars per year.  50 000 employees are currently enrolled in intra- company post-experience education programs, encompassing approximately 3-million enrollment hours and outlays of 18-million dollars per year.
  18. 18. METHODS OF TRAINING 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 MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)
  19. 19. COACHING  Coaching is one of the training methods, which is considered as a corrective method for inadequate performance.  A coach is the best training plan for the CEO’s because It is one-to-one interaction It can be done at the convenience of CEO It can be done on phone, meetings, through e- mails, chat It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs improvement
  20. 20. MENTORING Mentoring is an ongoing relationship that is developed between a senior and junior employee. 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
  21. 21. JOB ROTATION  This approach allows the manger to operate in diverse roles and understand the different issues that crop up. 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 calibre for filling the position
  22. 22. JOB INSTRUCTION TECHNIQUE (JIT)  Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.
  23. 23. MOTOROLA CASE STUDY  The innovative training programs of Motorola turned training into a continuous learning process. In the 1980s, the training initiatives of the company culminated in the setting up of the Motorola Education and Training Center, an exclusive institute to look after the training and development requirements of Motorola's employees.  The institute was later elevated to the status of a university - Motorola University - in 1989. These training experiments became such a resounding success that employee productivity improved year after year and quality-wise Motorola's products became synonymous with perfection.
  24. 24. MOTOROLA CONT…  Leading companies all over the world visited Motorola's headquarters to study the high- performance work practices of the company. They discovered that Motorola's success was built on the strong foundations of corporate-wide learning practices and that Motorola University was the cornerstone of corporate learning.  In recognition of its excellent training and development practices, the American Society for Training and Development (ASTD) named Motorola the ‘Top Training Company'
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