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Training & development

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Training & Development methods really add value to the workforce of the organization & also towards the achieving the productivity of the organization.

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Training & development

  1. 1. By: Madhusudhan Goud Vemula, Assistant Professor, Department of Management Studies, G.Pullaiah College of Engineering &Technology, Kurnool
  2. 2. Why do we need training?
  3. 3. In order to survive in the society. To have cutting edge over others in terms of knowledge, skills, ability e.t.c In order to improve our performance. To meet global challenges.
  4. 4. When do we need Training?
  5. 5. When the individual objectives doesn’t match with the societal /organizational objectives, we need training. Individual objectives Societal objectives
  6. 6. According to Michael Armstrong, training means “the systematic development of the KAS required by an individual to perform adequately a given task or job.
  7. 7. Improving Employee Performance: By making the person to do job faster. Updating Employee skills: Technological Training. Preparing for promotion & Managerial Succession: Transition from present job to next job. Retaining & Motivating Employees: Career planning & development. Creating an efficient & Effective Organization: Proper training can reduces -----less time supervision, accidents at workplace.
  8. 8. After assessing the organizational objectives & training needs of the employees , then only we need to plan the training. Needs can be assessed by: Determining the organizational goals. Prioritizing the tasks in meeting these goals. Determining the skills required by the employees. Identifying deficiencies in the skill & knowledge levels of employees. Note: Training Manager need to assess training needs from time to time based upon changes in ----- environment, employees tastes & preferences, global challenges.
  9. 9. 1.Company policies & procedures: Organization’s rules, practices, processes & procedures, apart from the organizational culture, structure, & business. 2.Skill based training: Training provided to match the skill requirements of the jobs they perform.
  10. 10.  Human Relations Training: Employee interact with their peers, supervisors, subordinates, suppliers & customers. This training helps them how to manage their professional relationships like leadership, interpersonal skills ,group dynamics, perception, motivation.
  11. 11. Problem solving Training: This type of training helps how to encounter the problems in the course of their work ranging from simple operational problems to major decision-making problems.
  12. 12. Managerial & Supervisory Training: this type of training helps the employees to perform managerial & supervisory functions such as planning, organizing, directing, controlling, & decision-making, so that employees move ahead in their career paths.
  13. 13. On the Job Training: 1. Job Instruction Method 2. Apprenticeship & Coaching. 3. Job Rotation 4. Committee Assignments Off- the –Job Training: 1. Class Room Lectures 2. Simulation Exercises Case Method Experiential Exercises  Computer Modeling  Vestibule Training  Role Playing 3. Programmed Instructions.
  14. 14.  Takes place in a real environment where the trainee is exposed to an actual work situation.
  15. 15. Advantages : the trainee gets---------- Hands-on experience. Direct learning. Better application of the knowledge & skills gained. Disadvantages :  Any mistake they commits, loss to the organization.
  16. 16. here trainee is given instructions by the trainer while performing the job on the site & any doubts of the trainee are cleared immediately.
  17. 17. Job instruction training follows a systematic of activities. These are : Here trainee is prepared for the training by giving him/her clear information about training to be imparted, job to be performed, venue & time of training. After the training is imparted to the trainee in the form of instructions, trainee is asked to demonstrate the job so that we assess his understanding of instructions & learning. If the trainer is satisfied with the performance of the trainee, then the trainee is left on his/her own do the job.
  18. 18. Individuals seeking to enter skill trades, like carpenters, electricians etc, are required to go through formal apprenticeship under experienced employees, before they join regular jobs. Apprenticeship period ranges from 1 year to 5 years.
  19. 19. Here coach acts as a model for the trainee to emulate. Coaching is provided when needed , rather than being a part of a more planned, structured program.
  20. 20. Here the trainee is placed in various jobs across different functions in the organization. The trainee gains cross-functional knowledge & is equipped to take up different jobs.  cross-functional knowledge helps the organization in times of acute need for manpower.
  21. 21. Under this method , group of employees are given an actual organizational problem & are asked to find the solution. Trainees can develop Team-management, Leadership, Interpersonal, Communication skills.
  22. 22. Refers to training imparted away from the employee’s immediate work area. The employee is separated from the job situation & his/her attention is focused on learning . The organization need to consider while implementing of-the –job training is ---------- 1. Provide class rooms for lectures. 2.Provide venues for creating artificial work environment. 3. Refreshments & training materials have to be provided.
  23. 23. it helps the employees understand the rules, procedures & policies of the organization. works effectively if it is followed by audio-visual tools , suitable demonstrations , and also two way communication. Giving & taking feedback helps to improve performance of both trainer & trainee.
  24. 24. Here the trainee is exposed to an artificial work situation that closely resembles the actual work situation. In situations where the organization cannot afford any mistakes by the trainee during on the job training, simulation exercises are of great help.
  25. 25. It takes shape of--- 1.Case exercises 2.Experiential exercises 3.Computer Modeling 4.Vestibule training 5.Role Playing
  26. 26. Here a real problem encountered in the organization is presented to the trainees in the form of case study. They are asked to 1.Analyse the case 2.Present their views 3.Recommendations 4.Suggest alternatives
  27. 27. Here the trainer can create situation where the employees are required to work in teams. After the exercise is completed, the trainer discusses the behaviour of the employees with the group. Here the employees learn quickly & also understand their mistakes (or) problems easily.
  28. 28. Is a technique where by dimensions of the job are programmed into the computer. it allows direct learning.  Used in training pilots & defense personnel.
  29. 29. Here the actual work conditions are simulated & the equipment used by the trainees is similar to what is used on the job. here they gain real experience using the equipment.
  30. 30. Is a method of human interaction involving realistic behaviour in imaginary situations.  Helps in improving communication, people management skills, relationship management skills.
  31. 31. Here the trainee is given series of questions after they studies the relevant material. After the trainee answers a question, is given immediate feed back whether it is right or wrong. If answer is right , asked to proceed to next question but if it is wrong asked to refer back to the material.

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