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T & d


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T & d

  1. 2. TRAINING AND DEVELOPMENT <ul><li>It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.  </li></ul>
  2. 3. APPROACHES OF TRAINING AND DEVLOPMENT <ul><li>Traditional Approach   </li></ul><ul><li>Most of the organizations before never used to believe in training . They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.  </li></ul>
  3. 4. <ul><li>modern approach   </li></ul><ul><li>It is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results </li></ul>
  4. 5. TRAINING AND DEVELOPMENT OBJECTIVES <ul><li>The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an  organization . In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. </li></ul>
  5. 6. <ul><li>Individual Objectives  – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. </li></ul><ul><li>Organizational Objectives –  assist the organization with its primary objective by bringing individual effectiveness. </li></ul>
  6. 7. <ul><li>Functional Objectives –  maintain the department’s contribution at a level suitable to the organization’s needs. </li></ul><ul><li>Societal Objectives  – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.  </li></ul>
  7. 8. Ten Tips to Make Training and Development Work <ul><li>You can do the following in advance of the employee training session to increase the likelihood that the training you do will actually transfer to the workplace. </li></ul><ul><li>Make sure the need is a training and development opportunity.  Do thorough needs and skills analysis to determine the real need for employee training and development. Make sure the opportunity you are pursuing or the problem you are solving is a training issue. </li></ul>
  8. 9. <ul><li>Create a context for the employee training and development.  Provide information for the employee about why the new skills, skill enhancement, or information is necessary. Make certain the employee understands the link between the training and his job. </li></ul><ul><li>Provide training and development that is really relevant to the skill you want the employee to attain  or the information he needs to expand his work horizons. You may need to design an employee training session internally if nothing from training providers exactly meets your needs. Or, seek out providers who are willing to customize their offerings to match your specific needs. </li></ul>
  9. 10. <ul><li>Whenever possible, connect the employee training to the employee's job and work objectives. If you work in an organization that invests in a  self-development component in the appraisal process , make sure the connection to the plan is clear. </li></ul><ul><li>Favor employee training and development that has measurable objectives and specified outcomes  that will transfer back to the job. Design or obtain employee training that has clearly stated objectives with measurable outcomes. Ascertain that the content leads the employee to attaining the skill or information promised in the objectives. </li></ul>
  10. 11. <ul><li>Provide information for the employee about exactly what the training session will involve , prior to the training. Explain what is expected of the employee at the training session. This will help reduce the person's normal anxiety about trying something new. If she knows what to expect, she can focus on the learning and training transfer rather than her potential discomfort with the unknown. </li></ul>
  11. 12. <ul><li>Make clear to the employee that the  training is her responsibility and she needs to take the employee training seriously . She is expected to apply herself to the employee training and development process before, during, and after the session. This includes completing pre-training assignments, actively participating in the session, and applying new ideas and skills upon returning to work. </li></ul>
  12. 13. <ul><li>Make sure that internal or external training providers  supply pre-training assignments . Reading or thought-provoking exercises in advance of the session promote thoughtful consideration of the training content. Exercises or self-assessments, provided and scored in advance of the session, save precious training time for interaction and new information. These ideas will engage the employee in thinking about the subject of the session prior to the training day. This supplies important paybacks in terms of his interest, commitment, and involvement. </li></ul>
  13. 14. <ul><li>Train supervisors and managers either first or simultaneously so they know and understand the skills  and information provided in the training session. This will allow the supervisor to: model the appropriate behavior and learning, provide an environment in which the employee can apply the training, and create the clear expectation that she expects to see different behavior or thinking as a result of the training. An executive, who has participated in the same training as the rest of the organization, is a powerful role model when he is observed applying the training. </li></ul>
  14. 15. <ul><li>Train managers and supervisors in their role in the training process.  The average supervisor has rarely experienced effective training during his career. Even more rare is the supervisor who has worked in an environment that maximized transfer of training to the actual workplace. Thus it is a mistake to believe that supervisors automatically know what must happen for effective training to take place. </li></ul>
  15. 16. <ul><li>You can coach supervisors about their role.  Provide a handy tip sheet that explains in detail the organization’s expectations of the supervisor in support of effective training. At one General Motors location, the education and training staff provided a three-hour class called,  The Organization and the Training Process . The session was most effective in communicating roles and responsibilities to supervisory staff. </li></ul>
  16. 17. <ul><li>Ask supervisors to meet with employees prior to the training session  to accomplish all I have recommended in this article. Discuss with the individual what he hopes to learn in the session. Discuss any concerns he may have about applying the training in the work environment. Determine if key learning points are important for the organization in return for the investment of his time in the training. Identify any obstacles the employee may expect to experience as he transfers the training to the workplace. </li></ul>
  17. 18. Tasks <ul><li>Prepare training budget for department or organization. </li></ul><ul><li>Evaluate instructor performance and the effectiveness of training programs, providing recommendations for improvement. </li></ul><ul><li>Analyze training needs to develop new training programs or modify and improve existing programs. </li></ul><ul><li>Conduct or arrange for ongoing technical training and personal development classes for staff members. </li></ul><ul><li>Plan, develop, and provide training and staff development programs, using knowledge of the effectiveness of methods such as classroom training, demonstrations, on-the-job training, meetings, conferences, and workshops. </li></ul>
  18. 19. <ul><li>Conduct orientation sessions and arrange on-the-job training for new hires. </li></ul><ul><li>Confer with management and conduct surveys to identify training needs based on projected production processes, changes, and other factors. </li></ul><ul><li>Train instructors and supervisors in techniques and skills for training and dealing with employees. </li></ul><ul><li>Develop and organize training manuals, multimedia visual aids, and other educational materials. </li></ul><ul><li>Develop testing and evaluation procedures. </li></ul><ul><li>  </li></ul>
  19. 20. CONCLUSION <ul><li>By training and development organizing work around subordinates becomes fairly easy, i.e, the span of control of the managers increase which help the organizations in low costs and thus better allocation of resources takes place. It also helps the managers effectively and efficiently attain the organizational goals. Also by training the employees helps the employees get updated with the latest skills and techniques...which in turn increase the productivity and output per worker i.e. the marginal and average productivity per worker increases. </li></ul>