Training involves teaching employees skills and knowledge to perform their jobs effectively. It is a planned effort to help employees acquire and apply required competencies like knowledge, skills, and attitudes. Training methods include on-the-job and off-the-job techniques and aim to bridge gaps in existing versus required skills and knowledge. The goal of training is to improve employee and organizational performance.

1. Concept of training
What is meant by training?
Training is the process of teaching the new and/or present employees the
basic skills they need to effectively perform their jobs. Alternatively
speaking, training is the act of increasing the knowledge and skill of an
employee for doing his/her job.
Thus, training refers to the teaching and learning activities carried on for
the primary purpose of helping members of an organization to acquire
and also to apply the required knowledge, skill and attitudes to perform
their jobs effectively.
According to Edwin B. Flippo, “training is the act of increasing the
knowledge and skills of an employee for doing a particular job.
Michael Armstrong points “training is the systematic modification of
behaviour through learning which occurs as a result of education,
instruction, development and planned experience”.
In the opinion of Michael J. Jucious, “training is any process by which the
attitudes, skills and abilities of employees to perform specific jobs are
improved.”

2. Concept of training
Thus, it can be concluded that training is a
process that tries to improve skills or add to the
existing level of knowledge so that the employee
is better equipped to do his present job, or to
mould him to be fit for a higher job involving
higher responsibilities. In other words, training is
a learning experience that seeks a relatively
permanent change in an individual that will
improve his/her ability to perform his job.

3. Training
?
Training helps to
bridge the gap
Existing
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes
Training is expensive………....
Without training it is more expensive

5. • Training - a planned effort by a company to facilitate employees’
learning of job-related competencies.
• Competencies include knowledge, skills or behavior, abilities
(KSA) critical for successful job performance.
6

6. New
candidates who
join an
organization
Refresh and
enhance their
knowledge.
Implementation
of updates and
amendments
Promotion and
career growth
Training is given on four basic grounds:

7. Improving
Employee
Performance
Updating
Employee
Skills
Avoiding
Managerial
Obsolescence
Preparing for
Promotion and
Managerial
Succession
Retaining and
Motivating
Employee
Creating an
Efficient and
Effective
Organization
Improves
morale of
employees
Benefits

8. Beneficiaries of Training
Organization:
 Gets more effective in decision-making and problem-solving.
 Improve the morale of the workforce.
 Helps people identify the organizational goal.
 Aids in developing leadership skills, motivation, loyalty and better attitude.
 Aids in improving productivity and quality of work.
 Aids in understanding and carrying out organizational policies.
 Aids in organizational development.
 Creates an appropriate climate for growth and communication.
 Helps employees adjust to change.

9. Beneficiaries of Training
Employees:
 Increases job satisfaction and recognition.
Moves a person towards personal goals while improving interactive skills.
 Helps in eliminating fear of attempting new tasks.
 Provides the trainee an avenue for growth.
 Through training and development, motivational variables of recognition,
 achievement, growth, responsibility and advancement are internalised and
operationalized.
 Provides information for improving leadership, communication skills and attitudes.
 Helps to handle stress, tension, frustration and conflict.

10. Beneficiaries of Training
Personnel and Human Relations:
 Improve inter-personnel skills
 Improves morale.
 Builds cohesiveness in groups.
 Makes the organization a better place to work and live.
 Provides information on other governmental laws and
administrative policies.

11. Areas of Training
Company
Policies and
Procedures
Skill-based
Training
Human Relations
Training
Problem Solving
Training
Managerial and
Supervisory
Training

12. On-the Job Training
Internship
Job Rotation
Committee Assignments
Apprenticeship
Coaching
Temporary promotions
Off-the Job Training
Organizing Special
Curriculum and Classes
Organizing Conference
and seminars
Simulation
Vestibule training
Management Games
Programmed Instructions
Case Study Method
Role Playing Method
Lecture Method
Incident Analysis Method
Audio-
Visual
Methods of Training

13. Difference between training,
development and education
The term ‘development’ has broader scope and aim to develop people in all
respects. Accordingly, development covers not only activities/skills which
improve job performance, but also those activities which bring about growth of
the personality, help individuals progress toward maturity and actualization of
their potential.
In In ultimate sense, development refers to behavioural modification of people
through continuous learning practices. Development relates to non-technical
organisational functions such as problem solving, decision-making and relating to
people.

15. Employee development
• Employee development is a joint initiative of the employee as
well as the employer to upgrade the existing skills and knowledge
of an individual.
• Employee development goes a long way in training, sharpening the
skills of an employee and upgrading his/her existing knowledge
and abilities.
Personal
Growth
Professional Growth

16. Professional Growth
Employee development activities must be defined keeping in mind an employee’s current stage and desired
stage. Knowing an employee’s current and desired stage helps you find the gaps and in which all genres
he/she needs to be trained on. Human resource professionals must encourage employees to participate in
internal or external trainings, get enrolled in online courses to increase their professional knowledge and
contribute effectively.
Personal Growth
• Employees start taking their work as a burden only when an organization does not provide any added
benefits or advantages which would help in their personal growth.
• Soft skills classes, fitness sessions, loans with lower interest rates are certain initiatives which not only
motivate an employee to do quality work but also help in employee development.
• Employee development not only helps in enhancing knowledge of employees but also increases the
productivity of organizations. Employees, as a result of employee development activities are better
trained and equipped and work harder to yield higher profits.

17. Methods of Development
Competency Development Area Methods
Decision-making skill Business games, Case study
Interpersonal skill Role plying, Sensitivity Training
Job Knowledge On-the-Job experiences, Coaching,
Organizational Knowledge Job Rotation, Multiple Management
General Knowledge Special course, Special Meeting, Specific Reading
Specific Individual Needs Special Projects, Committee Assignments

18. Education
Education is the process of increasing the general knowledge and understanding of
employees. It is a person-oriented, theory-based knowledge whose main purpose is
to improve the understanding of a particular subject or theme.

19. Difference Between Training and Education

20. Changing Facets of Training
The present time of rapid change has its influence on training also. Lynton and Pareek have identified the following
salient changes, that have occurred in training.
 Training has changed from training individuals to training teams of people, comprising of members across the
hierarchies.
 Training has acquired an inter-group learning character.
 Training is finding itself linked with the organizational development process. It is a part of a higher-end corporate
relearning exercise.
 Socio-technical systems are influencing the training processes in organizations.
 Technologies, government and markets are undergoing a rapid change.
 Training extends beyond employees and includes clients, suppliers, publics as well, making a learning
organization into a learning system.

21. Current trends in training and development
1. Artificial Intelligence (AI):As the market for artificial intelligence solutions continues to grow, every industry
is becoming more AI and data driven. Incorporating AI in learning or training and development would mean
more automation and personalization. AI mirrors human intelligence and behavior, creating a
personalized experience for the user. With the help of algorithms, AI-based learning platforms
can perform data analysis, measure the ROI, share recommendations based on the users’ previous
interaction with the tool. An AI-based learning tool can also share tailored training plans and resources for
individual employees. So, investing in an AI-powered learning platform will enhance the learning experience
of your employees.
2. Personalized Training:Creating personalized employee training programs that are tailored to each
employee’s learning needs is an approach that can deliver better outputs in terms of productivity. L&D
teams are designing training modules with targeted objectives and milestones that an employee is expected
to achieve. And at the same time, allowing the employees to set specific goals for themselves and map out
the strategies to achieve these goals. Personalized training programs are based on the employees’ current
skills, knowledge, and learning needs, and focuses on individual employee’s strengths and weaknesses and
aims at improving and overcoming them.

22. Current trends in training and development
3. Need-based Training:Self-learning courses have been on the rise, where employees select courses that
they wish to learn on online learning platforms. So, instead of employees looking for sources to train
themselves, why don’t you provide them with the required training opportunities? The L&D teams can
conduct a survey of the skills that employees wish to learn or enhance. They can then arrange for
workshops or create an online training module for the same. Providing continuous and customized
learning opportunities will help your employees learn new skills and implement them at work.
4. Gamification:Gamification, simply put, is the application of certain gaming techniques into the employee
training program. It is widely known that recognition and rewards motivate employees to perform better at
their workplace. Gaming usually involves competitive behavior, where players try to aim for the highest
score. Therefore, enterprises want to create a competitive environment at work to boost employees’
productivity. Employee training programs can be gamified by introducing leader boards, providing
badges/certificates as a token of recognition, introducing reward points when they complete a level in the
course module etc. Enterprises are utilizing this trend to increase participation and motivation and
eventually increase engagement and productivity. Employees believe that working in an engaging work
environment empowers them to put in more effort.

23. Current trends in training and development
5. Augmented Reality:Though a bit expensive, it is totally worth investing in for the immersive
learning experience that it provides. Incorporating augmented reality into training programs generates
much more engagement than a regular training session.AR displays a computer-generated 3D visual
on the learners’ mobile screen that is superimposed over a normal image or object. Augmented reality
is being used in many industries such as healthcare, automobile, architecture, sales, etc., to provide in-
depth training to employees. With this technology at hand, employees can be provided with an in-depth
understanding of a product.
6. Virtual Reality:The terms augmented reality and virtual reality are usually spelt in the same
breath. But there is a vast difference between the two. While augmented reality allows you to view an
enhanced version on a device screen, virtual reality completely immerses you in the learning process
by virtually changing your current environment. A number of industries have incorporated virtual reality
as part of their employee training programs, in order to improve their learning experience. Moreover,
it’s a safe space to try out various theories and see what works best. This practice of providing in-depth
learning has already caught up with most companies and is believed to gain more exposure in newer
avenues.

24. Current trends in training and development
7. Experiential Learning:Experiential training is nothing but learning by doing. Employees are presented with
real-world situations that actually apply to their job. Simulations training and role play are prime examples
of experiential learning, where employees have to work upon hypothetical yet real-world scenarios and
come up with a logical solution to mitigate problems. This type of training allows for critical analysis and
quick thinking. Learning from mistakes as well as successful attempts helps in improving the learners’ skills
and abilities. Therefore, experiential learning is a trend that many organizations will be leveraging to bridge
the gap between theory and practice.
8. Microlearning: With businesses becoming more mobile-oriented, the need for microlearning is ever
increasing. Microlearning will definitely see an upsurge in the coming years. Creating short knowledge
nuggets, designed to address the immediate learning needs of the employees, and making it available at
the precise time of need is what makes this form of learning more important. The short bursts of information
can be in the form of text, videos, animation or even audio. The idea behind microlearning is to equip the
employees with learning material that they can access whenever they want

25. Current trends in training and development
9. Mobile Learning Apps:Creating a mobile app specifically for employee training increases
employee engagement significantly. As mobile users are increasing, the amount of time they spend
on apps has also increased. Therefore, creating a mobile app will make your training program more
engaging and interactive. A vendor who specializes in developing mobile applications can help in
designing an app that suits your business type and employee requirements. By making the training
content available on apps, employees can access it anytime they want on their smartphones and
tablets. And with BYOD being one of the new approaches in employee training, employees can
bring any device of their choice and can access the training app.

26. SIGNIFICANCE OF HUMAN
RESOURCE DEVELOPMENT
 The term refers to the knowledge, skills, creative
abilities, talents, aptitudes, values and beliefs of an
organization’s workforce
 Human resources development improves the
utilization value of an organization
 The efficiency of production process and
various areas of management depends to a
greater extent on the level of human resources
development

27. CHANGING
ENVIRONMENTAL
FACTORS
• The vitality of human resources to a nation and to the industry
depends upon the level of its development.
• HRD assumes significance in view of the fast-changing
organizational environment and need of the organization to adopt
new technologies in order to respond to the environmental changes
due to:
• Unprecedented increase in competition within and outside the
country consequent upon the announcement and
implementation of economic liberalization
• Trends towards market economy are more prevalent in most of
the countries indicating only the industries strong in all respects
to continue in the market and other industries are forced to
withdraw from the market

28. CHARACTERISTICS
OF HUMAN
RESOURCES
• Human resources is complete human being I.e., economic, social and
psychological. Employees enter the organization with their values,
sentiments, aptitudes etc.
• The competencies of human resources are developed through HRD
programmes.
• Employees’ background, expectations, values etc. vary from person
to person. Therefore, each employee should be managed differently
based on different principles/approach
• The value of human resources increases over the time due to
continuous learning process unlike other resources.

29. THE CONCEPT
OF HUMAN
RESOURCES
DEVELOPMENT
• HRD is mainly concerned with developing the
skills, knowledge and competencies of people
and it is people-oriented concept
• The concept of HRD is not yet well conceived by
various authors though they have defined the term
from their approach as it is of recent origin and still
is in the conceptualizing stage.
• Many personnel managers and organizations view
HRD as synonymous to training and development
• The concept was formally introduced by Leonard
Nadier in 1969 as “ those learning experiences
which are organized for a specific time and
designed to bring about the possibility of
behavioural change.”

30. FEATURES OF HRD
• HRD is a systematic and planned approach for the development of individuals in order to
achieve organizational, group and individual goals
• HRD is a continuous process for the development of technical, managerial, behavioural and
conceptual skills and knowledge
• HRD develops the skills and knowledge not only at the individual but also at dyadic level, group
level and organizational level
• HRD is multi-disciplinary.
• It draws inputs from Engineering, Technology, Psychology, Anthropology, management,
Commerce, Economics, Medicine etc.
• HRD is embodied with techniques and processes
• HRD is essential not only for manufacturing and service industry but also for information
technology industry

31. SCOPE OF HRD
Recruiting the employees within the dimensions
and possibilities for developing human resources
Selecting those employees having potentialities
for development to meet the present and future
organizational needs
Analysing, appraising and developing performance
of employees as individuals, members of a group
and organizations with a view to develop them by
identifying the gaps in skills and knowledge

32. NEED FOR
HRD
Changes in
Economic
Policies
• Need for Multi-skilled Human
Resources
• Organizational viability and
transformation process
Changing job
requirements
• Organizational complexity
• Human Relations
Technological
Advances

33. HRD OBJECTIVES
• To enhance organizational capabilities
• To aid total quality management
• To provide comprehensive framework for HRD
• To prevent employee obsolenscence
• To develop creative ability and talents
• To prepare employee for higher level jobs
• To promote individual and collective morale, a sense of
responsibility, co-operative attitudes and good relationships

34. HRD
FUNCTIONS
• Performance Appraisal
• Employee Appraisal
• Employee Training
• Executive Development
• Career Planning and Development
• Succession Planning and Development
• Organization change & Organization
Development
• Involvement in Social and Religious
Organizations, Quality Circles and
workers’ participation in management

35. HRD
FRAMEWORK
• Recent economic liberalization announced by
the government of India tend towards market
and economy and started creating more dynamic
environment in India than ever before
• Human resources planning for HRD should
plan for human resources not only for the
present and future jobs but also roles
• Organizational plans including the plans for
change, based on environmental
opportunities and threats, are the basis to
determine organizational requirements
• Human resources to be acquired and developed
are determined in terms of skills, knowledge,
abilities, values, aptitude, beliefs, commitment
etc.
• The outcomes of HRD are four-fold: to the
organization, to the individuals, to the groups and
to the society

36. TECHNIQUES
OF HRD
• Performance Appraisal
• Potential Appraisal
• Employee Training
• Executive Development
• Career Planning and Development
• Social and Cultural Programmes
• Organizational change & Organizational
Development
• Workers’ participation in management

37. TECHNIQUES OF
HRD
• Quality Circles
• Employee Counselling
• Role Analysis
• Communication Policies and practices
• Monetary Rewards
• Non-monetary Rewards
• Employee Benefits, and
• Grievance Mechanism

38. HRD
OUTCOMES
 HRD outcomes provide the ground
rules to build an organization excelling
in people, processes, products and
profits:
 Training makes people more
competent
 There is greater clarity of norms and
standards
 People become more committed to
their jobs
 People develop great trust and
respect for each other
 HRD helps inducing multi-skills to the
employees

39. THE FUNCTIONS OF
HRD MANAGER
• Role analysis
• HR planning
• Recruitment
• Selection
• Placement
• Induction and orientation
• Performance Appraisal
• Training
• C
o
n
t
d
.

40. THE FUNCTIONS OF
HRD MANAGER
• Management development
• Career Planning and development
• Organization Development
• Compensation
• Social and Cultural Programmes
• Workers’ Participation in Management
• Quality Circles
• Employee Counselling
• Teamwork

41. HRD TASKS OF LINE
MANAGER
• Appraisal
• Sub-system Training
• Career

42. ATTRIBUTES OF
AN HRD
MANAGER
• Technical
• Knowledge and skill in counselling
• Knowledge of behavioural sciences
• Knowledge of techniques in behavioural research
• Managerial
• Organizing ability,
• Systems development skills
• Personality
• Initiative
• Faith in human being and their capabilities
• Positive attitude towards others
• Imagination and creativity
• Concern for excellence
• Concern for people and their development
• Attitude for research and development work
• Interest in learning new things
• Ability to work as a team member

43. Models of Management Training
The three models of training are:
1. System Model
2. Transitional Model
3. Instructional System Development Model

44. System Model
The system model consists of five phases. It should be repeated on a regular basis to make further improvements.
The training should achieve the purpose of helping the employees to perform their work to required standards.

45. System Model steps
Analyse and identify the training needs i.e. to analyse the department, job, employee's requirement, who needs
training, what do they need to learn, estimating training cost, etc. The next step is to develop a performance
measure based on which actual performance would be evaluated.
Design and provide training to meet identified needs. This step requires developing objectives of training,
identifying the learning steps, sequencing and structuring the contents.
Develop: This phase requires listing the activities in the training programme that will assist the participants to
learn, selecting delivery method, examining the training material, validating information to be imparted to make
sure it accomplishes all the goals and objectives.
Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training
programme.
Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance.
Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

46. System Model
of Training and
Development

47. Transitional Model

48. Transitional Model
The transitional model focuses on the organization. The outer loop describes the vision, mission and values of the organization
on the basis of which training model i.e. inner loop is executed.
Vision focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement
tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some
internal transformation, or may be promising to meet some other deadlines.
Mission explains the reason of organizational existence. It identifies the position in the community. The reason of developing a
mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells
about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders.
Values is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization
and is independent of current industry environment.
Example: Values may include social responsibility, excellent customer service, etc.

49. Transitional Model
The mission, vision, and values precede the
objective in the inner loop. This model considers the
organization as a whole. The objective is formulated
keeping these three things in mind and
then the training model is further implemented.
The quality of employees and their development
through training and education are major
factors in determining long-term profitability of a
small business. If you hire and keep good
employees, it is good policy to invest in the
development of their skills, so they can increase
their productivity.

50. Instructional System Development
(ISD) Model
This model is widely used nowadays in the organization because it is
concerned with the training need on the job performance. Training objectives
are defined on the basis of job responsibilities and job description and on the
basis of the defined objectives individual progress is measured. This model
also helps in determining and developing the favourable strategies, sequencing
the content, and delivering media for the types of training objectives to be
achieved.

51. The Instructional System Development model
comprises of five stages:
Analysis: This phase consists of training need assessment, job analysis, and target audience analysis.
Planning: This phase consists of setting goal of the learning outcome, instructional objectives that measures behaviour of a
participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the
training programme, strategies to impart knowledge i.e. selection of content, sequencing of content, etc.
Development: This phase translates design decisions into training material. It consists of developing course material for the
trainer including handouts, workbooks, visual aids, demonstration props, etc., course material for the trainee including handouts
of summary.
Execution: This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food
facilities, cooling, lighting, parking, and other training accessories.
Evaluation: The purpose of this phase is to make sure that the training programme has achieved its aim in terms of subsequent
work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.

52. Instructional System Development
(ISD) Model
The ISD model is a continuous process
that lasts throughout the training
programme. It also highlights that
feedback is an important phase
throughout the entire training program.
In this model, the output of one phase is
an input to the next phase.

53. DIFFERENT APPROACHES TO TRAINING
There is definitely no one size fits all type of training. Each organization has its own training methods to meet certain
situations and needs. Depending on what is being taught to employees, one type of training may be much more effective
than another method. Below are different types of training that is widely used in organizations:
1. On-the-job Training
2. Technology-Based Learning.
3. Simulators.
4. Coaching/Mentoring.
5. Role Playing.
6. Lectures.
7. Group Discussions/Tutorials.
8. Management Games
9. Outdoor Training.
10. Films & Videos.
11. Case Studies

54. Role and
Responsibilities of
Training Dept
The most comprehensive listing of the role and responsibilities of training dept be as fallows.
Working with mgt to produce corporate plan(including manpower plan) and business
strategies.
Producing training polices, plan and budgets
Providing training inputs to management development
Selecting trainees.
Arranging appropriate induction programmes
Carrying out job analyses
Arranging and partly carrying out training programmes including course design
Organizing further education for employees
Measuring, evaluating and following up training
Developing training staff
Liaising with educational establishments, professional associations, etc.
Providing a training advisory and information service
Controlling all training resources
Advancing the cause of training as a profession