The document defines training as the continuous development of an employee's knowledge, skills, and attitude in order to benefit both the employee and the company. It notes that training has clearly defined parameters and induces behavioral changes. The need for training stems from factors like technological advances, organizational complexity, and changes in job assignments. The objectives of training include enhancing employee performance, updating skills, and avoiding managerial obsolescence.

2. DEFINITION OF TRAINING
• TRAINING IS THE CONTINUOUS SYSTEMATIC DEVELOPMENT AMONG ALL LEVELS OF EMPLOYEES OF THAT
KNOWLEDGE AND THEIR SKILLS AND ATTITUDE WHICH CONTRIBUTE TO THEIR WELFARE AND THAT OF THE
COMPANY.

3. FEATURES OF TRAINING
• CLEARLY DEFINED PARAMETERS
• PLANNED SEQUENCE OF EVENTS
• MAKES OPTIMAL USE OF OPPORTUNITIES FOR LEARNING
• INDUCES BEHAVIOURAL CHANGES
• IT IS ABOUT ACQUIRING COMPETENCIES
• JOURNEY OF SELF-AWARENESS AND SELF-DISCOVERY
• REMOVES MENTAL BLOCKS
• GIVES INTENDED AS WELL AS UNINTENDED RESULTS
• ESTABLISHES RELATIONSHIP BETWEEN THEORY AND PRACTICE

4. NEED FOR TRAINING
• TO MATCH EMPLOYEE SPECIFICATION WITH JOB REQUIREMENTS AND ORGANISATIONAL NEEDS
• ORGANISATIONAL VIABILITY AND TRANSFORMATION PROCESS
• TECHNOLOGICAL ADVANCES
• ORGANISATIONAL COMPLEXITY
• CHANGE IN JOB ASSIGNMENT
• HUMAN RELATIONS

5. OBJECTIVES OF TRAINING
• ENHANCING EMPLOYEE PERFORMANCE
• UPDATING EMPLOYEE SKILLS
• AVOIDING OR DELAYING MANAGERIAL OBSOLESCENCE
• PREPARING FOR PROMOTION AND MANAGERIAL SUCCESSION
• MOTIVATING AND PREVENTING EMPLOYEE ATTRITION
• GAINING ORGANISATIONAL EXCELLENCE

6. IMPORTANCE OF TRAINING
• REDUCTION IN COST OF PRODUCTION
• MAXIMUM UTILISATION OF MATERIALS AND MACHINES
• MINIMUM POSSIBILITY OF ACCIDENT
• STABILITY IN ORGANISATION
• HIGH MORALE
• HELPFUL TO MANAGERS
• INCREASE IN UNDERSTANDING

7. INPUTS IN TRAINING
• SKILLS
• ATTITUDES
• KNOWLEDGE

8. SIBLINGS OF TRAINING
• LEARNING
• EDUCATION
• TEACHING

9. FACTORS INFLUENCING TRAINING
• TECHNOLOGY AND R&D
• WORKER TURNOVER
• EMPLOYMENT STATUS
• EDUCATION LEVEL
• TRAINING POLICY
• INTERNAL LABOUR MARKET
• PERFORMANCE

10. PRINCIPLES OF TRAINING
• PRINCIPLE OF GOAL-SETTING
• PRINCIPLE OF INDIVIDUALITY
• PRINCIPLE OF PRACTICE
• PRINCIPLE OF FEEDBACK
• PRINCIPLE OF MEANINGFULNESS
• PRINCIPLE OF OVERLOAD
• PRINCIPLE OF SPECIFICITY

11. • PRINCIPLE OF ADAPTATION
• PRINCIPLE OF PROGRESSION
• PRINCIPLE OF REVERSIBILITY
• PRINCIPLE OF VARIATION

12. RESPONSIBILITY OF TRAINING
• TOP MANAGEMENT
• LINE MANAGERS
• TRAINING MANAGERS
• SUPERVISORS
• INDIVIDUAL EMPLOYEES

13. STEPS IN TRAINING PROGRAMMES
• ORGANISATIONAL OBJECTIVES AND STRATEGIES
• TRAINING NEEDS ASSESSMENT
• ESTABLISHMENT OF TRAINING GOALS
• DESIGNING TRAINING AND DEVELOPMENT PROGRAMME
• IMPLEMENTATION OF TRAINING PROGRAMME
• EVALUATION OF RESULTS

14. MODELS OF TRAINING
• SYSTEMATIC TRAINING MODEL
• TRANSITIONAL MODEL
• INSTRUCTIONAL SYSTEM DESIGN MODEL

15. CHALLENGES/ISSUES IN TRAINING
• ABSENCE OF CORPORATE COMMITMENT
• TRAINED EMPLOYEES WILL BE LURED BY COMPETITORS
• UNAFFORDABLE FOR SME
• TREATED AS EXPENSES
• LACK OF FINANCIAL SUPPORT FROM GOVERNMENT
• LOW AVAILABILITY OF SKILLED EMPLOYABLE GRADUATES
• LACK OF UNIVERSITY AND INDUSTRY COOPERATION

16. LIMITATIONS OF TRAINING
• TIME-CONSUMING
• INCREASE IN RESPONSIBILITY
• COSTLY AFFAIR
• INCREASES COMPETITION
• FEELING OF BOREDOM
• LOSS OF INVESTMENT TO ORGANISATION
• DEVELOPS FEELING OF JEALOUSY AND COMPETITION
• RESTRICTS JOB SWITCHING
• NATURAL SKILLS OF EMPLOYEES REMAINS UNEXPLORED
• SOMETIMES LEADS TO FRUSTRATION

17. THANK YOU….