The document focuses on employee training and development, outlining its role, definitions, objectives, and benefits both for organizations and individuals. It contrasts training and development by highlighting their focuses, targets, and evaluation methods while emphasizing the importance of continuous learning in today's rapidly changing work environment. Additionally, it discusses various training design models and the significance of adapting training to meet organizational needs and improve overall employee performance.

1. UNIT 1-EMPLOYEE TRAINING AND DEVELOPMENT

2. CONTENT
1. Introduction to Employee Training and Development
2. Role of Training In organisation
3. Definition
4. Scope
5. Objectives
6. Benefits
7. Place of Training in Organisational Structure
8. A Training Process Model
9. Difference between Training and Development

3. 1. Continous and perennial activity
2. Stone age Metal Age
3. Gurukul (Residential Training, Apprenticeship)
4. Alwin Tofler “ Only change is permanent”
5. Challenges of LPG
6. Training can contribute to companies’ competitiveness
7. Competitiveness – refers to a company’s ability to maintain and gain
market share in an industry
8. Competitive Advantage

4. Issues affecting companies and influencing training practices:
1.Customer service
2.Employee retention and growth
3.Doing more with less
4.Quality and productivity

5. ROLE OF TRAINING
1. Acquire Professional Knowledge, Skill and Attitude
2. Realize the potential
3. Desired Change in Behavior
4. Ready to change
5. Continuous improvement
6. Peaceful work environment
7. Respect
8. Sustainability
9. Competitive Advantage
10.Profitability

6. Definition
“A planned effort by a company to facilitate employees’ learning of job-
related competencies”
Other Definitions
Hesseling: “ Sequence of experiences or opportunities desi8gned to
modify behaviour in order to attain a stated objective”
Oatey : “Any actitvity which deliberatelt attempts to improve a person’s skill
at a task”
Nadler: “ Training” which is considered with present job, “Development”
which is concerned with future Job
Flippo: The act of increasing the knowledge and skills of an employee for
doing a particular job

7. S.No Criteria Training Development
1. Focus Technical and Mechanical Skill Conceptual and Analytical Skill
2. Concern Specific Job skill and
behaviour
Enhancement of General knowledge and
understanding of Non technical
organisational function
3. Target Non Managers Managers and Executives
4. Job Current Job Future Job
5. Gain Short Term Long term
6. Period One Time Continuous ongoing process
7. SKill Enhancing Particular Job skill Personal growth and development of
overall personality
8. Process Job oriented and vocational in
nature
General in nature strive to inculcate
initiative, enterprise, creative, dedication
and loyalty among executives
9. Motivation Extrinsic Intrinsic
10. Evaluations Easy and essential Difficult to Measure
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT (Lawrence S.Kleiman)

8. Continuous Learning – requires employees to understand the entire work
system including the relationships among:
• their jobs
• their work units
• the entire company
Employees are expected to:
• Acquire new skills and knowledge
• Apply them on the job
• Share this information with other employees
Managers take an active role:
• in identifying training needs
• helping to ensure that employees use training in their work

9. FORCES INFLUENCING WORKING AND LEARNING
1. Globalization
2. Need for leadership
3. Increased value placed on knowledge
4. Attracting and retaining talent
5. Customer service and quality emphasis
6. Changing demographics and diversity of the work force
7. New technology
8. High-performance models of work systems(Cross Training)
9. Economic changes

10. THE NEEDS FOR TRAINING
(i) Higher Productivity
(ii) Quality Improvement
(iii) Reduction of Learning Time
(iv) Industrial Safety
(iv) Reduction of Turnover and Absenteeism
(vi) Technology Update
(vii) Effective Management

12. Cognitive Knowledge
(know what)
Advanced Skills
(know how)
System Understanding
and Creativity
(know why)
Self-Motivated
Creativity
(care why)
Intellectual Capital

13. SCOPE FOR TRAINING
1. Increased the quality
2. Employee retention
3. Fast customer service
4. Organisational existanece
5. Lifestyle
6. Attitude
7. Continous learning

14. OBJECTIVES OF TRAINING
1.To train the employee in the company’s culture and ethos
2. To prepare both newly recruited and already employed to meet the present and future
requirement of the job and organ.
3. In order to improve the work methods that increate the quality and quantity in output
4. To prevent obsolescence
5. To prepare employee to higher level responsibilities
6.To increase the effective and efficiency by updating on latest concepts and techniques
7. To facilitate succession planning (To build up a second line of competent managers)
8. To reduce supervision
9. To reduce wastage and accidents
10.To ensure economical out put with high quality
11.To develop interpersonal relations
12. To foster individual and group morale, positive attitude and cordial relations.

15. BENEFITS OF TRAINING TO ORGANISATION
1.Improved profitability, Increased productivity and quality of work
2. Helps to cut down cost by increased speed and accuracy and reduced waste and
accidents.
3. Improved job knowledge and skills at all level of organisation
4. Improved the moral of employee
5.Hesps people identity with organl goals
6. Helps to create better corporate image
7. Fosters openness and trust
8. Improves relations between boss and superior
9. Aids in organ development
10. Learns from the trainee (Peer Level learning)
11. Helps orgn to prepare guidelines for work

16. BENEFITS OF TRAINING TO ORGANISATION (Continued)
11. Provides information of future needs in all areas or organ.
12. Aids to promotion with in
13. Developing leadership skill, motivation , better attitude and other aspects that
successful workers and managers usually display
14. Reduce outside consulting cost by using competent internal consultants
15. Stimulates preventive management
16. Creates a concuce work climate
17. Aids in organisational communication
18. Helps employees to adjust the change
19. Prevents stress, tension and conflicts in work place

17. BENEFITS TO INDIVIDUALS
1. Better decision making and effective problem solving
2. Motivated
3. Give the sense of accomplishment
4. Confidence
5. Better responsibility
6. Improved morale
7.Increase job satisfaction
8. Better recognition
9. Helps to achieve personal goals while improving interactive skill
10. Sense of growth in learning
11. Provide career growth
12. Help to handle job related stress
13. Increased knowledge and skill
14. Helps in eliminating fear in attempting new tasks.

18. TRAINING DESIGN PROCESS
Conducting
Needs
Assessment
Ensuring Employees’
Readiness for
Training
Creating a Learning
Environment
Ensuring Transfer of
Training
Developing an
Evaluation Plan
Select Training
Method
Monitoring and
Evaluating the
Program

19. TRAINING DESIGN PROCESS

20. Models of Organizing the Training Department
Faculty Model
Customer Model
Matrix Model
Corporate
University Model
Virtual Model

21. The Faculty Model
Training Specialty Areas
Director of Training
Safety
Training
Quality
Training
Technology
and
Computer
Systems
Leadership
Development
Sales
Training

22. The Customer Model
Business Functions
Director of Training
Information
Systems
Marketing Production
and
Operations
Finance

23. The Matrix Model
Sales
Training
Quality
Training
Technology
and
Computer
Systems
Safety
Training
Director of Training
Business Functions
Marketing
Production
and
Operations
Training
Specialty
Areas

24. The Corporate University Model
Training
Advantages
Dissemination of
Best Practices
Align Training
with Business
Needs
Integrate
Training
Initiatives
Effectively Utilize
New Training
Methods and
Technology
Historical Training
Problems
Excess Costs
Poor Delivery and
Focus
Inconsistent Use
of Common
Training Practices
Best Training
Practices Not
Shared
Training Not
Integrated or
Coordinated
Leadership Development Programs
New Employee Programs
Product
Development Operations
Sales and
Marketing
Human
Resources

25. Virtual Model (Virtual Training Organizations)
 Virtual training organizations operate according to three principles:
◦ Employees (not the company) have primary responsibility for learning
◦ The most effective learning takes place on the job, not in the
classroom
◦ For training to translate into improved job performance, the manager-
employee relationship (not employee-trainer relationship) is critical

26. Characteristics of Virtual Training Organizations:
 A virtual training organization is customer focused
 Takes more responsibility for learning and evaluating training
effectiveness
 Provides customized training solutions based on customer needs
 Determines when and how to deliver training based on customer needs
 Leverages resources from many areas
 Involves line managers in direction and content