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Training and development


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made by badar e alam anwar

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Training and development

  1. 1. Training and Development
  2. 2. “If you think training is expensive,try ignorance.”
  3. 3. Training is expensive. Without training it is more expensive Nehru
  4. 4. TRAINING A learning experience in that it seeks a relatively permanent change in an individual that will improve his/ her ability to perform on the job. It involves changing of  Skills  Attitude Knowledge
  5. 5. TRAINING “Training is the act of increasing the knowledge and skills an employee for a doing particular job” “ Training is job oriented, it bridges the gap between what the employee has what the job demands ”
  6. 6. DEVELOPMENT More future oriented and more concerned with education than is training. Management Development activities attempt to instill sound reasoning processes to enhance one’s ability to understand and interpret knowledge. It focuses on the personal growth & on Analytical Conceptual Human Skills
  7. 7. T & D Increases job skills-specific skills Short term perspective Job centered The role of a trainer is very important It shapes attitude – overall growth Long term perspective Career Centered Internally motivated for self development
  8. 8. EMPLOYEE TRAINING WHY-To improve the skills and knowledge of the employees to perform the assigned task.
  9. 9. EMPLOYEE TRAINING WHEN – New Hires Change of Job (Job Rotation, Promotion) Change to Job (New Technologies) Performance Deficiencies detected
  10. 10. TRAINING OBJECTIVES Build a common understanding of the organisation's purpose. Show management's commitment and loyalty to employees Develop people so they can increase their responsibilities and contribute to the organisation in new ways.
  11. 11. WHAT IS DEVELOPMENT Development is a process of preparing employees for future position and improve their personal skills to handle the critical situations in an organisation.
  12. 12. EMPLOYEE DEVELOPMENT WHY-To assist employee to sharpen their personal skills to handle the crucial situations in organisation.
  13. 13. THE TRAINING PROCESS 1. Conduct Training Need Analysis 2. Develop Training Objectives 3. Design & Select Training Methods 4. Implement Training 5. Evaluate Training 6. Measure Training Results
  14. 14. THE TRAINING PROCESS Step 1 Conduct & Develop Training Need Analysis Step 2 Design and select Training Methos Step 3 Implement Training Methods Step 4 Evaluate Training Step 5 Training Results
  15. 15. This is a process to find the Gap between the skills required to perform a job and the skills the employee have. By this we can clarify our objectives. Training Need = Required skills-skills used
  16. 16. 10 - 16 Assessing Training and Development Needs Needs analysis The assessment of the organization’s job-related needs and the capabilities of the current workforce The manager must carefully assess the company’s: Strategy Resources available for training General philosophy regarding training and development Decision must be made about training employees for current jobs versus for future jobs
  17. 17. Refers to the process used to determine if training is necessary. Because needs assessment is the first step in the instructional design process: If it is poorly conducted, training will not achieve the outcomes or financial benefits the company expects. 3 - 17
  18. 18. 3 - 18 Reasons or “Pressure Points Outcomes What is the Context? •Legislation •Lack of Basic Skills •Poor Performance •New Technology •Customer Requests •New Products •Higher Performance Standards •New Jobs •What Trainees Need to Learn •Who Receives Training •Type of Training •Frequency of Training •Buy Versus Build Training Decision •Training Versus Other HR Options Such as Selection or Job Redesign Who Needs the Training? In What Do They Need Training? Organization Analysis Task Analysis Person Analysis
  19. 19. Organizational Analysis – involves determining: the appropriateness of training, given the business strategy resources available for training support by managers and peers for training Task Analysis – involves: identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks 3 - 19
  20. 20. Person Analysis – involves: determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work design problem identifying who needs training determining employees’ readiness for training 3 - 20
  21. 21. 3 - 21 Person Analysis Person Characteristics • Input • Output • Consequences • Feedback Do We Want To Devote Time and Money For Training? Task Analysis or Develop a Competency Model • Work Activity (Task) • KSAs • Working Conditions Organizational Analysis • Strategic Direction • Support of Managers & Peers for Training • Training Resources
  22. 22. Gagne's Nine Events of Instruction 1. Gain attention 2. Inform learners of objectives 3. Stimulate recall of prior learning 4. Present the content 5. Provide "learning guidance“ 6. Elicit performance (practice) 7. Provide feedback 8. Assess performance 9. Enhance retention and transfer to the job
  23. 23. How to handle requests for Training Training Requirements Analysis Training Requirements Analysis Training Requirements Analysis Traiiniing Requiirements Analysis Traiiniing Requiirements Anallysiis
  24. 24. The Four Stages of TRA
  25. 25. Output Standard to judge successful performers Consequences Positive consequences/incentives to perform Few negative consequences to perform Feedback Frequent and specific feedback about how the job is performed 3 - 25
  26. 26. If employees lack the knowledge and skill to perform and the other factors are satisfactory, training is needed. If employees have the knowledge and skill to perform but input, output, consequences, or feedback are inadequate, training may not be the best solution. 3 - 26
  27. 27. What Training Can Do Training CAN accomplish many things. 1. It can help people learn the new skills that are required to meet new expectations, both formal and informal 2. Training can help people accept the challenge of their evolving jobs. 3. Build a common understanding of the organization's purpose. 4. Show management's commitment and loyalty to employees 5. Develop people so they can increase their responsibilities and contribute to the organization in new ways.
  28. 28. What Training Cannot Do Training cannot do many things. Training, on its own, cannot change ineffective employees into effective ones. It is unlikely to address ALL the causes of poor performance. Limited training also will not turn a poor supervisor or manager into an effective one, unless it is coupled with ongoing coaching from above. Training will not erase problems that occur because of poor structuring of work, mismatching of work with the person, unclear authorities and responsibilities or other organizationally related issues.
  29. 29. Thank you for attending Wish you success