In this presentation, we will discuss the importance and understanding of Training and Development of employees in an organization. Types of training and understanding the steps in conducting a training program are also presented here in this presentation.
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Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Training of Employees: Meaning, Objectives, Need and Importance! Training is concerned with increasing the knowledge and skills of employees for doing ...
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Objectives of training and development - Manu Melwin Joymanumelwin
There are many Objectives for a training and development program. The objectives may be from employee’s or employer's side and some of them are given below.
What is training program design model?
Training program design is the process of developing new training and development courses or lessons for employees. Designing training programs can spot skill gaps that need to be filled in order to improve employee performance
HRM - UNIT-3 notes BBA Osmania University, DEVELOPING
HUMAN RESOURCES, Concept Of Training & Development, Role Of Training & Development, Determining Training and Development Needs, Select T&D Methods, Factors Influencing Employee T&D, Reasons to Conduct Management Training Inside of the Company, Designing Training Programs, Process of Training design, Career Planning, Career Anchors.
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1. Chapter6
Training & Development
Objectives:
• Understand the importance of Training & Development in
an organization
• Understand the skills required by the manager to make
business successful and the role of management/executive
development programs.
• Understand the responsibility and the steps in conducting a
training programme.
• Understand different types of training methods and their
appropriate applications.
• Understand how to evaluate training programmes so as to
serve the purpose.
2. Chapter6
Training & Development
Structure:
6.1 Training & Development
6.2 Management/Executive Development
6.3 Responsibilities of Training
6.4 Steps in Training Programme
6.5 Training Evaluation
6.6 Off-the-job training method
6.7 On-the-job technique
6.8 Summary
3. Chapter6
Training & Development
6.1 Training & Development
• Training is instruction in technical and
mechanical operations. They have short
durations and more tangibly stated
objectives.
• Development courses are longer with
broader perspective.
4. Chapter6
Training & Development
6.2 Management/Executive Development
• According to Kantz, a manager needs three types of skills:
a) Technical
b) Human
c) Conceptual
• Executive Development is an attempt at improving an individual’s
managerial effectiveness through a planned and deliberate process
of learning. The change is addressed in the following areas:
Knowledge, Attitude, Behavior, Performance, End-operational
results.
• Management Development addresses: Improvement in managerial
performance & the Organization of Management succession
5. Chapter6
Training & Development
6.3 Responsibility for Training
• Training is the responsibilities of four entities:
a) The top management- frames training policies
b) The personnel/HR department- plans,
establishes, evaluates instructional programmes.
c) The supervisor- implements & applies
developmental procedures
d) The employee/trainee- who provide feedback,
revision, and suggestions post-training.
6. Chapter6
Training & Development
Points to be considered on Training
• Trainees should feel the need to learn, they are more
responsive
• Learning is effective when reinforcement in the form of
reward/punishment is present.
• Trainees need to be given feedback and guided into further
action steps.
• There must be some means by which trainees practice and
repeat behaviors on-the-job which they learn in training.
• The training material and delivery should be made as
simple and easy-to-understand as possible.
7. Chapter6
Training & Development
6.4 Steps in Training Programmes:
1. Identification of Training needs/gap
2. Preparation of the Training module
3. Preparation of the Learner
4. Presentation or Delivery of operations and
knowledge
5. Performance try-out
6. Follow-up and programme evaluation
8. Chapter6
Training & Development
6.5 Training Evaluation
• Training has to serve the purpose for which it is
intended. It has to be effective. The outcomes of the
Training needs to be measured based on the following
four contexts:
1. Reaction – trainee’s reaction to the training, trainer,
methodology, etc.
2. Learning – did the trainee learn what he was to learn
3. Behavior- has the trainee’s behavior changed because of
the training
4. Results- is he showing the changed behavior through
newer, better results
9. Chapter6
Training & Development
• Questionnaires or structured interviews are
useful in feedback
• Support material for training involves
lectures, role-playing, manuals, slides,
movies, etc.
10. Chapter6
Training & Development
Why Training fails
• Top management is unclear about what they need
and they lack vision.
• The trainee is disinterested
• The trainer is unclear or incompetent
• The training module does not address the training
gap
• The training gap itself is not understood
• Budgetary constraints make companies undercut
on quality and focus on training.
11. Chapter6
Training & Development
6.6 Off-the-Job Training Methods
1. Lectures- speaker/expert talks and audience listens and learns
2. Conferences- participants involve with each other on a common area
of interest. Cross learning develops.
3. Group discussions – seminars
4. Case studies- simulation of real life situation through a narration in
the form of Case paper
5. Role playing- enacting roles and learning by “doing”
6. Programmed Instructions- procedural steps are created and need to
be followed without deviations by the trainees
7. Group Training- team exercises with role play and learning of team
dynamics
12. Chapter6
Training & Development
Summary
• Training & Management/Executive Development are
processes which bring about improvement in aptitudes,
knowledge, skills, and abilities of employees at al levels.
• Objectives of Training need to be clearly defined,
conducted through logical steps, followed by evaluation.
• Training needs to be identified on the basis of individual
and organizational needs, which are different.
• Various methods and techniques of Training comprising
on-the-job & off-the-job has been discussed.
13. Chapter6
Training & Development
6.7 On-the-Job Technique
• It is based on the fact that people learn faster when they learn on-
the-job.
• The most popular techniques in on-the-job training are:
1. Coaching or guided method
2. Job rotation method
3. Participation in Boards and Committees
4. Vestibule Training
5. Apprenticeship training
6. Simulation
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