TRAINING Training is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, or changing of attitudes and behaviours to enhance the performance of employees. Training is an activity which deliberately attempts to improve a person’s skill at task (Oately) Training is a systematic procedure for transferring technical know-how of employees so as to increase their skills for
ASPECTS OF TRAININGCharacteristics that enables a job holder to accomplish the activitiesdescribed in a task statement.
KNOWLEDGE – The attributes required to perform a job. (Intellectual or theoretical aspect) SKILLS – the proficient manual, verbal, or mental manipulation of data or things. (Physical aspect) ABILITIES – the power or capacity to perform an activity or task. ( Analytical and decision making aspect)Training is provided to improve KSA The quest for knowledge is universal, knowledge needs to be transformed into skills
DEVELOPMENT Development refers to those activities and programs which have substantial influence in changing the capacity of an individual to perform better and increase his potential Long term effect of training is development, training is subset of development
DIFFERENCE TRAINING DEVELOPMENT 1. Focus on technical, mechanical Focus on theoretical skills and and operative functions. conceptual ideas 2. Focuses on current job Prepares for future job 3. Concerned with specific job Concerned with enhancement of skills and behavior general knowledge and understanding of non-technical organization functions. 4. Mostly for non-managerial Usually meant for managers and posts executives 5. Focus on short term gains Focus on long term benefits 6. It is job oriented process and It is general in nature and strives to vocational in nature inculcate enterprise creativity, dedication and loyalty among employees 7. It is one shot deal It is continuous ongoing process
DIFFERENCE TRAINING DEVELOPMENT 8. Results in enhancement of a Results in personal growth and particular job skill. overall personality development 9. It can be divided into mainly on No such classification is possible the job and off the job 10. It is a result of extrinsic It is a result of intrinsic motivation motivation 11. Training programs are usually Development activities are usually compulsory voluntary 12. Staff members do not have a Staff members are experienced clear idea regarding the and know about relationship b/w relationship b/w training and development and career success career development 13. Evaluation for training is usually Evaluation of development is conducted usually not possible
OBJECTIVES OF TRAINING Enhancing skills and knowledge of employees Increase in Communication Skills Personality Development Enhancement of Efficiency and Effectiveness of work performed Minimizing Faults in Operation Lower Turnover Rate and reduce Absenteeism Enhancing Quantum of Work Done by Employees Reducing the Stress Level of employees
OBJECTIVES OF TRAINING To make employees learn the culture and ethics of an organization Prepare new and existing employees for present and future jobs Prevent employee obsolescence Facilitate succession planning(create next level of competent employees) Reduce supervision required to avoid wastage and accidents Develop Interpersonal Relation Foster individual and group morale with positive attitude and cordial relations
BENEFITS OF TRAINING TO EMPLOYEE TO ORGANISATION TO SOCIETY
TO EMPLOYEE Increase in efficiency Higher motivation Scope for promotion Higher level of confidence Increase in KSA Enhancement in problem solving skills Higher productivity Higher incentives and salary Increased capacity to adopt new technologies and methods
TO ORGANISATION Reduced cost due to reduced wastage Increased production Reduction in conflicts Lower attrition rate and absenteeism Reduction in supervision cost Proper utilization of resources Organization gets equipped with competent employees Higher profits and overall development of organization Better inter personal relationship and customer satisfaction
TO SOCIETY Increase in standard of living Better quality products Economic growth of country
TRAINING CYCLE EVALUATION PRE PLANNING IDENTIFY LEARNING REQUIREMENTS ASSESS SET LEARNING RESULTS OBJECTIVES MONITOR AND REVIEW DESIGN AND TRAIN PLAN STRATEGY PLANNINGIMPLEMENTATION
TRAINING POLICYORGANISATIONPHILOSOPHY ORGANISATION POLICY HRM POLICY TRAINING POLICY
TRAINING NEED ANALYSIS/ASSESSMENT It is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives. The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who,
OUTPUT OF TNA Why do people need the training? What skills need to be imparted? Who needs the training? When will they need the new skills? Where may the training be conducted? How may the new skills be imparted?
Training analysis as a processoften covers: Review of current training Task analysis (of new or modified system) Identification of training gap Statement of training requirement Assessment of training options Cost benefit analysis of training options
COMPONENTS OF TNA / TNAAT VARIOUS LEVELS PERSON ANALYSISTASK ANALYSIS ORGANISATION ANALYSIS TRAINING NEED ANALYSIS
ORGANISATIONAL LEVEL Organizational Level - At organizational level, training need analysis focuses on strategic planning, organizations goals and needs. It involves assessment of both the internal and external environment of the organization. Internal environment includes procedures, policies, strengths & weaknesses, while the external environment account for the opportunities and threats.
INDIVIDUAL LEVEL Individual Level - At individual level, training need analysis focuses on each and every individual in the organization. The organization scrutinizes whether the performance of an employee is at par with the desired performance level or not. Here we aim to identify the gap between actual performance and expected performance. If this gap is positive then there is a need for training. Few of the methods that are used to analyze individual needs are: Self Assessment Performance Appraisal Review Peer Appraisal Subordinate Appraisal Client & Customer Feedback
OPERATIONAL/TASK LEVEL Operational Level - At operational level, training need analysis focuses on the work assigned to the employees. Here a job analyst gathers the information to assess whether a job role has been understood by the employees at the organization. The information could be collected by various means like through interviews, psychological tests, questionnaires etc. Looking into the change in the nature of jobs and organizational structures, the jobs today are on a go-ahead. Hence the employees need to prepare themselves for these jobs. It is the role of the job analysts to identify the current and future task needs.
SIGNIFICANCE OF TNA Helps align training activities and strategies of firm Ensures effective use of time and money spent on training Helps in diagnosing the cause of performance deficiency Helps to reduce the perception gap b/w trainers, trainees and organizational administration Helps to determine benchmark for evaluation of training
METHODS OF DATACOLLECTION OF TNA1. Questionnaire2. Performance appraisal3. Interviews4. Group Discussion5. Technical and Manual Records6. 360 Degree Feedback
COMPONENTS OF TNA CONTEXT ANALYSIS COST BENEFIT PARTICIPANT’S ANALYSIS ANALYSIS COMPONENTS SUITABILITY CONTENT ANALYSIS ANALYSIS WORK ANALYSIS