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  • as related to his or her current job, while development has a more long-term focus intended to help an employee prepare for future jobs.to achieve its mission and goals by improving individual and, ultimately, organizational performance (Noe, 2008).Source:Noe, R. A. (2008). Employee Training & Development, 4th ed., New York:McGraw-Hill Irwin.
  • and most importantly have time to think and consider what new options can help them improve their effectiveness at work. 
  • it involves career planning, development activities, organization development, and performance appraisalswith the knowledge and skills need for their jobWell about Development-it goes beyond the job and has more long term focuses.
  • Forming--Tuckman’s first stage--describes what happens when a group first comes together to work on a project. This is somewhat like a first date, where people are on their best behavior. At this point, they are unlikely to bring up serious issues or cause any controversy; instead, most will sit back, gather information and quietly form impressions about the other members of the group.During the second stage of development, storming, things start to happen. Some people are no longer nice and strong opinions and feelings are likely to be expressed. There may be conflict as the group deals with differences in personalities and in methods for getting work done. At the norming state, the group understands the scope and responsibilities of their task and the rules of engagement have been established. Individuals appreciate and support each others work as the group becomes a cohesive and effective team. Finally, during the performing state, the group becomes a high performance work team demonstrating trust and interdependence. Individual roles and responsibilities are fluid and change according to what is needed at the time. There is a high degree of comfort among members and the energy of the group is directed toward accomplishment of the group objectives. This is where we want to go, but unfortunately, not all groups reach this stage. Some get stuck between storming and norming.Adjourning is the last stage of Tuckman’s model and it occurs when the group’s work is complete. Group members experience pride in their work but also a sense of loss and mourning as the group is dissolved and individuals move to other, separate tasks.
  • Every new employee needs to be made familiar with his job, his superiors and subordinates and with the rules and regulations of the Organization.For example 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.
  • (such as attendance, behavior on the job, performance of duties), (time off, hours of work, benefits),(filling out timesheets and travel expense reports and related matters.
  • The purpose is to reduce accidents, waste, and inefficiency in performance
  • It involves instruction in the use of safety devices and in safety consciousness.
  • It involves training of existing employees to enable them to perform higher level jobs.
  • It is essential because-To relearnTo keep pace with the technological changes in the fieldWhen newly created jobs are given to existing employees
  • It may include unlearning certain inappropriate methods and techniquesShould be conducted by Psychological experts
  • The organization providing the training may even absorb the candidates post trainingFor Example BS and MBA students undergo such training
  • 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.
  • The Global Business Foundation School is a structured programme to enhance technical and behavioural competencies of fresh engineering graduates. The one-year programme equips fresher for the challenging software career ahead of them.
  • 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.
  • It is one-to-one interactionIt can be done at the convenience of CEOIt can be done on phone, meetings, through e-mails, chatIt provides an opportunity to receive feedback from an expertIt helps in identifying weaknesses and focus on the area that needs improvement
  • 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 becauseIt is one-to-one interactionIt can be done at the convenience of CEOIt can be done on phone, meetings, through e-mails, chatIt provides an opportunity to receive feedback from an expertIt helps in identifying weaknesses and focus on the area that needs improvement
  • It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countriesIdentification of Knowledge, skills, and attitudes (KSAs) requiredIt determines the areas where improvement is requiredAssessment of the employees who have the potential and calibre for filling the position
  • Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

Transcript

  • 1. TRAINING & DEVELOPMENT Training & Development PRESENTED TO : MA’AM UMME AMEN PRESENTED BY : M ZISHAN HYDER 55272 SYED FAISAL ALI
  • 2. TOPICS • Training & development • Training the Employees • Types of Training • Techniques of Trainings
  • 3. T&D As Defined By Noe (2008)  Training > It is important to note that training focuses on improving an employee’s skill level  Development > The basic aim of training and development programs is to help the organization Source: Noe, R. A. (2008). Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin.
  • 4. TRAINING & DEVELOPMENT Training & Development is an educational process. People can learn new information, re-learn and reinforce existing knowledge and skills.
  • 5. IMPORTANCE OF TRAINING • Maintains qualified products / services. • Achieves high service standards. • Provides information for new comers. • Refreshes memory of old employees. • Achieves learning about new things; technology, products / service delivery.
  • 6. IMPORTANCE OF TRAINING • Reduces mistakes - minimizing costs. • Opportunity for staff to feedback / suggest improvements. • Improves communication & relationships - better teamwork.
  • 7. TRAINING & DEVELOPMENT  Human Resource Development – Major HRM function consisting not only of T&D, but also individual career planning and development activities and performance appraisal  Training and Development – Heart of a continuous effort designed to improve employee competency and organizational performance
  • 8. • TRAINING THE EMPLOYEES
  • 9. FIVE STEPS OF EMPLOYEE DEVELOPING • Forming. • Storming. • Norming. • Performing. • Adjourning.
  • 10. T&D Methods To Train Employees  Classroom Programs  Mentoring  Coaching  Role Playing  Simulations  Distance Learning and Video conferencing  E-learning  On-the-Job Training  Job Rotation  Internships
  • 11. TYPES OF TRAINING Induction or Orientation Training Job Training Safety Training Promotional Training Refresher Training Remedial Training Internship Training
  • 12. INTRODUCTION/ORIENTATION • Introducing a new employee to the organization and its procedures, rules and regulations. • It is short and informative • Given immediately after recruitment
  • 13. USE OF HANDBOOK Employee Handbook: • A document that describes an organization’s conditions for employment • Policies regarding employees • Administrative procedures
  • 14. 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
  • 15. SAFETY TRAINING • Training provided to minimize accidents and damage to the machinery
  • 16. PROMOTIONAL TRAINING • Employees with potential are selected and are given training before their promotion.
  • 17. 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
  • 18. REMEDIAL TRAINING • To overcome the shortcomings in the behavior and performance of old employees
  • 19. INTERNSHIP TRAINING • Under this educational or vocational institutes enter in an arrangement with an industrial enterprise for providing practical knowledge to its students
  • 20. 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
  • 21. The Global Business Foundation School: Infosys training programme • The American Society for Training and Development (ASTD) has rated Infosys Technologies Ltd as the world's best in employee training and development.
  • 22. SIEMENS TRAINING PROGRAMME • In keeping with this dynamic development, the educational activities of Siemens Aktienge-sellschaft- a universal electro- technical enterprise with general offices in Munich
  • 23. 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)
  • 24. 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
  • 25. MENTORING • Mentoring is an ongoing relationship that is developed between a senior and junior employee.
  • 26. JOB ROTATION • This approach allows the manger to operate in diverse roles and understand the different issues that crop up.
  • 27. JOB INSTRUCTION TECHNIQUE (JIT)