This document discusses training and developing employees. It outlines why training is needed, what training is, and a systematic approach to training. The key points are: 1) Training is needed to improve employee performance, refresh skills and knowledge, and reduce mistakes. 2) Training involves improving individual and group performance in organizations through activities aimed at developing attitudes, skills and knowledge. 3) A systematic approach to training involves assessing needs, preparing a plan, specifying objectives, designing the program, selecting instruction methods, and evaluating the training.

1. Training and Developing Employees
HRM
Chapter 4

2. 2
Chapter outlines
 Why do we Need Training?
 What is Training & Training Principles?
 A Systematic Approach to Training
 A Training Lesson Plan

3. 3
Do Organizations Need Training
 The answer is “YES”
 However, we must
know the purpose and
functions of training
before we can use it.

4. 4
What is Training?
 Training and development is a function of
human resource management concerned with
organizational activity aimed at bettering the
performance of individuals and groups in
organizational settings.
 It has been known by several names,
including "human resource development",
and "learning and development".

5. 5
Differences between Training &
Development
 Training is short term, task oriented and targeted
on achieving a change of attitude, skills and
knowledge in a specific area. It is usually job
related.
 Development is a long term investment in human
resources.

6. 6
Importance of Training
 Achieves high service standards
 Refreshes memory of old employees
 Achieves learning about new things; technology,
products / service delivery
 Reduces mistakes - minimizing costs
 Opportunity for staff to feedback / suggest
improvements
 Improves communication & relationships - better
teamwork

7. 7
Benefits of Training
 Most training is targeted to ensure trainees “learn”
something they apply to their job.
 Increased job satisfaction and morale among
employees.
 Increased employee motivation.
 Increased capacity to adopt new technologies and
methods.
 Reduced employee turnover.
 Increased efficiencies in processes, resulting in
financial gain.

8. 8
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 topics:
1. Attitude
2. Skills
3. Knowledge

9. TYPES OF TRAINING:
 Induction or orientation training : Induction is concerned
with introducing or orienting a new employees to the
organization and its procedures, rules and regulations. When
a new employee reports to work, he must be helped to get
acquainted with the work environment and fellow
employees.it is very short informative training given after
recruitment .It creates a feeling of involvement in the minds
of newly appointed employees
9

10. Continued
 job training: Job training relates to a specific job that the
worker has to handle.
 It gives information about machines, the process of
production, instructions to be followed, methods to be used,
and so on.
 It develops skills and confidence among the workers and
enables them to perform the job efficiently. Job training is
the most common of formal in plant training programmes.
 It is necessary for the new employees to acquaint them with
the jobs they are expected to perform
10

11. Continued
 Refresher training or retraining: The
refresher training is meant for the old
employees of the enterprises. The basic
purpose of refresher training is to acquaint the
existing workforce with the latest methods of
performing their jobs and improve their
efficiency further.
 Retraining programs are designed to avoid
personnel obsolescence. 11

12. Continued
 Internship training: Under this method, the
educational or vocational institute enters into
an arrangement with an industrial enterprise
for providing practical knowledge, to its
students.
 Internship training is usually meant for such
vocations where advanced theoretical
knowledge is to be backed up by practical
experience on the job 12

13. Continued
 Apprenticeship training: Apprenticeship training is a
process by which people become skilled workers, usually
through a combination of formal learning and long-term on-
the-job training.
 The Apprenticeship Training program is a combination of
on-the-job training and classroom training,
13

14. 14
A Systematic Approach to Training
Key Concepts in Preparing a Training Plan
Before you train and develop people identify what:
 They must know - before they can perform job
 They should know - to improve performance
 Would be nice for them to know – but not
necessary to perform duties.

15. 15
Model of the Training Process
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment
Task Need Assessment
Development of
Training Objectives
Design & Select
Procedures
Measure Training
Results
Development of
Criteria for Training
Evaluation
Train Compare Results to
Criteria
Feedback

16. 16
Nine Steps in the Training Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training

17. 17
Training Calendar Example
1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
Training Area Month in the year

18. 18
3) Specifying Training Objectives
Training Objectives must be specific & measurable.
Why? Very difficult to measure effectiveness after
course is finished.
 What should trainees be able to accomplish after
participating in the training program?
 What is the desired level of such accomplishment,
according to industry or organizational standards?
 Do you want to develop attitudes, skills, knowledge or
some combination of these three?

19. 19
4) Designing the Training Program(s)
1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualification
5. Nature of trainees
6. Support resources –
materials, classroom
7. Training location &
environment
8. Criteria & methods
for assessing
participant learning
and achievement
9. Criteria & methods
for evaluating the
program

20. 20
5) Selecting Instructional Methods
On-the job-training (OJT)
 learn while you’re working
Off -the job-training
 In house, training or classroom
 External, consultancies or attending external classes
 Independent bodies, such as government talks
 Distance learning, from books or notes
 Computer-assisted learning
 Interactive-video training
 Video conferencing, same as classroom except teachers and
students are in different locations.

21. 21
6) Completing the Training Plan
 Topic – Knowledge , skill or attitude ingredient
 Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in the
training session
 Time – length, period, breaks important to consider
 Location – away from the office?

22. 22
7) Implementing the Training Program
Besides trainers qualifications and experience:
 Participant selection
 Group comfort - physical & psychological
 Trainer enthusiasm & skills
 Effective communication
 Feedback mechanism
 The need to learn new training skills
 Preparation by trainers

23. 23
8) Evaluating the Training
Three Levels of Evaluation :
1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of
trainees.