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TRAINING
AND
DEVELOPMENT

By:
Indrajeet Kumar ( 002)
AB Batch
USMS
TRAINING
Training means equipping the employees
with the required skill to perform the job
that result in improved corporate
performance.
The ASK Concept


If we follow the GAP concept, training is
simply a means to use activities to fill the
gaps of performance between the actual
results and the expected results.



This GAP can be separated into 3 main
themes
1.Attitude
2.Skills
3.Knowledge
TRAINING

DEVELOPMENT

Training generally imparts specific
skills to the employees.

Development is more general in
nature & aim at overall growth of
the executive.

Concerned with maintaining
improved current job
performance.

Development build up &
competencies for future
performances.

Short term perspective.

Long term perspective.

Job centred in Nature.

Career concerned in nature.

The role of trainer or supervisor is
very important in training.

All dev. is self dev. And the
executive has to be internally
motivated for the same.
“Training, skill development new mantra for
retaining talent” (ARTICLE)
• Mercer Asia Pacific Total Rewards Survey said “companies
giving preference to T&D over compensation packages, succeed
in retaining talent.”
• As employers in the Asia-Pacific region compete for scarce
talent with high demand skill sets, they are shifting some of
the rewards investments focus to increase their competitive
advantage.

• Approximately 92% employers are making investments in T&D
for following reasons
o Creating „employer brand‟
o Attitude formation
o Staff retention
o Development of skills of employees.

SOURCE: Economic Times, Nov 2, 2007, 01.12pm IST
TRAINIG PROCESS
ASSESSMENT OF TRINING NEEDS

ESTABLISHMENT OF TRAINING GOALS

DESIGN A TRAINING PROGRAM

ANALYSES THE RAW MATERIAL
CHOOSE THE TRAINING METHOD
IMPLEMENTATION OF TRAINING METHOD
EVALUATION
HEADSTRONG PROCESS EXAMPLE

 SMRITI WORKING ON IT
METHODS OF TRAINING
 ON-THE-JOB TRAINING
 OFF-THE-JOB TRAINING
ON-THE-JOB TRAINING (OJT)
When training takes place at the work place in informal manner
• uses more knowledgeable, experienced and skilled
employees, such as mangers, supervisors to give training.
• training is specific to the job
MERITS:
• Most cost effective as learning by experience.
• Training alongside real colleagues
DEMERITS:
• Quality depends on ability of trainer and time available
• Bad habits might be passed on.
• Potential disruption to production
OJT TYPES
 Demonstration / instruction - showing the trainee how to
do the job
 Coaching – an experienced member of staff will help trainees
learn skills and processes through providing instructions or
demonstrations (or both).
 Mentoring – each trainee is allocated to an established
member of staff who acts as a guide and helper.

 Team training - co-ordinates the performance of individuals
who work together to achieve a common goal.
 Job rotation – this is where members of staff rotate roles or
tasks so that they gain experience of a full range of jobs.
 „Sitting next to Nellie‟ – this describes the process of
working alongside a colleague to observe and learn the skills
needed for a particular process.
“On-the-job training boosts employee
morale: SURVEY” (ARTICLE)
• Says over 40% employers voted for increased productivity and 35%
for enhanced employee morale.
• Helps in to reduce attrition.
• Analyze and identify key development areas for trainingskills, technical and product learning - on regular basis.
• New technological upgrades and business needs also taken into
consideration.
• It‟s a very cost-effective way that helps employees gain knowledge
about the latest developments in their industry. And also leads to
promulgation of new ideas within an organization.
• On-the-job training has been voted as the most preferred method of
training by 71% employees, with workshop and seminars preferred
by 15% of surveyed employees, followed by external trainers
(11%) and least preferred manual & journals (3%).
• Helps in intelligent career decisions.
• Continuous assessment and feedback is necessary training
programs can become more motivating, directional and profitable
for organizations.
Source: Economic Times, May 24, 2012, 07.00PM IST
OFF–THE–JOB Training
When employees are taken away from their place of
work to be trained.
MERITS:
• Skills and qualification can be obtained.
• Learn from outside specialists or experts.

DEMERITS:
• More expensive – e.g. transport and accommodation.
• Lost working time and potential output from
employee
CLASSROOM
LECTURES

SIMULATION

COMMITTEE
CONFERENCE

OUTDOOR
“License to Lead: Hindustan
Unilever's incredible talent
grooming machinery” (ARTICLE)

I‟m Working on it

Source: Economic Times, Apr 20, 2012, 12.53AM IST
CASE STUDY
Nestle has a diversified workforce with
different skill sets.
Nestlé's apprenticeship program.
Local training programs for factory
workers- mostly „ON the JOB‟ oriented.
International program where they focus
on developing leadership skills.
Because of the comprehensive training
and development programs Nestle has
been able to:
 Maintain consistent growth in profits.
 Sustain high employee retention ratio.
 And preserve values that Nestle follows.
THANK YOU

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Tranning & development

  • 2. TRAINING Training means equipping the employees with the required skill to perform the job that result in improved corporate performance.
  • 3. The ASK Concept  If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results.  This GAP can be separated into 3 main themes 1.Attitude 2.Skills 3.Knowledge
  • 4. TRAINING DEVELOPMENT Training generally imparts specific skills to the employees. Development is more general in nature & aim at overall growth of the executive. Concerned with maintaining improved current job performance. Development build up & competencies for future performances. Short term perspective. Long term perspective. Job centred in Nature. Career concerned in nature. The role of trainer or supervisor is very important in training. All dev. is self dev. And the executive has to be internally motivated for the same.
  • 5. “Training, skill development new mantra for retaining talent” (ARTICLE) • Mercer Asia Pacific Total Rewards Survey said “companies giving preference to T&D over compensation packages, succeed in retaining talent.” • As employers in the Asia-Pacific region compete for scarce talent with high demand skill sets, they are shifting some of the rewards investments focus to increase their competitive advantage. • Approximately 92% employers are making investments in T&D for following reasons o Creating „employer brand‟ o Attitude formation o Staff retention o Development of skills of employees. SOURCE: Economic Times, Nov 2, 2007, 01.12pm IST
  • 6. TRAINIG PROCESS ASSESSMENT OF TRINING NEEDS ESTABLISHMENT OF TRAINING GOALS DESIGN A TRAINING PROGRAM ANALYSES THE RAW MATERIAL CHOOSE THE TRAINING METHOD IMPLEMENTATION OF TRAINING METHOD EVALUATION
  • 7. HEADSTRONG PROCESS EXAMPLE  SMRITI WORKING ON IT
  • 8. METHODS OF TRAINING  ON-THE-JOB TRAINING  OFF-THE-JOB TRAINING
  • 9. ON-THE-JOB TRAINING (OJT) When training takes place at the work place in informal manner • uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training. • training is specific to the job MERITS: • Most cost effective as learning by experience. • Training alongside real colleagues DEMERITS: • Quality depends on ability of trainer and time available • Bad habits might be passed on. • Potential disruption to production
  • 10. OJT TYPES  Demonstration / instruction - showing the trainee how to do the job  Coaching – an experienced member of staff will help trainees learn skills and processes through providing instructions or demonstrations (or both).  Mentoring – each trainee is allocated to an established member of staff who acts as a guide and helper.  Team training - co-ordinates the performance of individuals who work together to achieve a common goal.  Job rotation – this is where members of staff rotate roles or tasks so that they gain experience of a full range of jobs.  „Sitting next to Nellie‟ – this describes the process of working alongside a colleague to observe and learn the skills needed for a particular process.
  • 11. “On-the-job training boosts employee morale: SURVEY” (ARTICLE) • Says over 40% employers voted for increased productivity and 35% for enhanced employee morale. • Helps in to reduce attrition. • Analyze and identify key development areas for trainingskills, technical and product learning - on regular basis. • New technological upgrades and business needs also taken into consideration. • It‟s a very cost-effective way that helps employees gain knowledge about the latest developments in their industry. And also leads to promulgation of new ideas within an organization. • On-the-job training has been voted as the most preferred method of training by 71% employees, with workshop and seminars preferred by 15% of surveyed employees, followed by external trainers (11%) and least preferred manual & journals (3%). • Helps in intelligent career decisions. • Continuous assessment and feedback is necessary training programs can become more motivating, directional and profitable for organizations. Source: Economic Times, May 24, 2012, 07.00PM IST
  • 12. OFF–THE–JOB Training When employees are taken away from their place of work to be trained. MERITS: • Skills and qualification can be obtained. • Learn from outside specialists or experts. DEMERITS: • More expensive – e.g. transport and accommodation. • Lost working time and potential output from employee
  • 14. “License to Lead: Hindustan Unilever's incredible talent grooming machinery” (ARTICLE) I‟m Working on it Source: Economic Times, Apr 20, 2012, 12.53AM IST
  • 16. Nestle has a diversified workforce with different skill sets. Nestlé's apprenticeship program. Local training programs for factory workers- mostly „ON the JOB‟ oriented. International program where they focus on developing leadership skills.
  • 17. Because of the comprehensive training and development programs Nestle has been able to:  Maintain consistent growth in profits.  Sustain high employee retention ratio.  And preserve values that Nestle follows.