This document provides an overview of management training and development. It discusses training as a process to improve employee performance through acquiring new knowledge, skills, and changing attitudes. Training aims to improve specific job skills in the short term, while development prepares employees for future roles and promotes long term growth. The document outlines the objectives, benefits, and components of training needs analysis to identify skill gaps and ensure training initiatives are effective.

1. MANAGEMENT TRAINING
AND DEVELOPMENT
AVI ANAND

2. TRAINING
 Training is a learning process that involves
the acquisition of knowledge, sharpening of
skills, concepts, or changing of attitudes and
behaviours to enhance the performance of
employees.
 Training is an activity which deliberately
attempts to improve a person’s skill at task
(Oately)
 Training is a systematic procedure for
transferring technical know-how of
employees so as to increase their skills for

3. ASPECTS OF TRAINING
Characteristics that enables a job holder to accomplish the activities
described in a task statement.

4.  KNOWLEDGE – The attributes required to
perform a job. (Intellectual or theoretical
aspect)
 SKILLS – the proficient manual, verbal, or
mental manipulation of data or things.
(Physical aspect)
 ABILITIES – the power or capacity to
perform an activity or task. ( Analytical and
decision making aspect)
Training is provided to improve KSA
The quest for knowledge is universal,
knowledge needs to be transformed into skills

5. DEVELOPMENT
 Development refers to those activities and programs which
have substantial influence in changing the capacity of an
individual to perform better and increase his potential
 Long term effect of training is development, training is
subset of development

6. DIFFERENCE
TRAINING DEVELOPMENT
1. Focus on technical, mechanical Focus on theoretical skills and
and operative functions. conceptual ideas
2. Focuses on current job Prepares for future job
3. Concerned with specific job Concerned with enhancement of
skills and behavior general knowledge and
understanding of non-technical
organization functions.
4. Mostly for non-managerial Usually meant for managers and
posts executives
5. Focus on short term gains Focus on long term benefits
6. It is job oriented process and It is general in nature and strives to
vocational in nature inculcate enterprise creativity,
dedication and loyalty among
employees
7. It is one shot deal It is continuous ongoing process

7. DIFFERENCE
TRAINING DEVELOPMENT
8. Results in enhancement of a Results in personal growth and
particular job skill. overall personality development
9. It can be divided into mainly on No such classification is possible
the job and off the job
10. It is a result of extrinsic It is a result of intrinsic motivation
motivation
11. Training programs are usually Development activities are usually
compulsory voluntary
12. Staff members do not have a Staff members are experienced
clear idea regarding the and know about relationship b/w
relationship b/w training and development and career success
career development
13. Evaluation for training is usually Evaluation of development is
conducted usually not possible

8. OBJECTIVES OF TRAINING
 Enhancing skills and knowledge of
employees
 Increase in Communication Skills
 Personality Development
 Enhancement of Efficiency and
Effectiveness of work performed
 Minimizing Faults in Operation
 Lower Turnover Rate and reduce
Absenteeism
 Enhancing Quantum of Work Done by
Employees
 Reducing the Stress Level of employees

9. OBJECTIVES OF TRAINING
 To make employees learn the culture and
ethics of an organization
 Prepare new and existing employees for
present and future jobs
 Prevent employee obsolescence
 Facilitate succession planning(create next
level of competent employees)
 Reduce supervision required to avoid
wastage and accidents
 Develop Interpersonal Relation
 Foster individual and group morale with
positive attitude and cordial relations

10. BENEFITS OF TRAINING
TO EMPLOYEE
TO
ORGANISATION
TO SOCIETY

11. TO EMPLOYEE
 Increase in efficiency
 Higher motivation
 Scope for promotion
 Higher level of confidence
 Increase in KSA
 Enhancement in problem solving skills
 Higher productivity
 Higher incentives and salary
 Increased capacity to adopt new
technologies and methods

12. TO ORGANISATION
 Reduced cost due to reduced wastage
 Increased production
 Reduction in conflicts
 Lower attrition rate and absenteeism
 Reduction in supervision cost
 Proper utilization of resources
 Organization gets equipped with competent
employees
 Higher profits and overall development of
organization
 Better inter personal relationship and customer
satisfaction

13. TO SOCIETY
 Increase in standard of living
 Better quality products
 Economic growth of country

14. TRAINING CYCLE
EVALUATION PRE PLANNING
IDENTIFY
LEARNING
REQUIREMENTS
ASSESS SET LEARNING
RESULTS OBJECTIVES
MONITOR
AND
REVIEW
DESIGN AND
TRAIN PLAN
STRATEGY
PLANNING
IMPLEMENTATION

15. TRAINING POLICY
ORGANISATION
PHILOSOPHY
ORGANISATION POLICY
HRM POLICY
TRAINING POLICY

16. TRAINING NEED
ANALYSIS/ASSESSMENT
 It is an assessment of the gap between the
knowledge, skills and attitudes that the
people in the organization currently possess
and the knowledge, skills and attitudes that
they require to meet the organization’s
objectives.
 The training needs assessment is best
conducted up front, before training solutions
are budgeted, designed and delivered. The
output of the needs analysis will be a
document that specifies why, what, who,

17. OUTPUT OF TNA
 Why do people need the training?
 What skills need to be imparted?
 Who needs the training?
 When will they need the new skills?
 Where may the training be
conducted?
 How may the new skills be imparted?

18. Training analysis as a process
often covers:
 Review of current training
 Task analysis (of new or modified
system)
 Identification of training gap
 Statement of training requirement
 Assessment of training options
 Cost benefit analysis of training
options

19. COMPONENTS OF TNA / TNA
AT VARIOUS LEVELS
PERSON
ANALYSIS
TASK ANALYSIS ORGANISATION
ANALYSIS
TRAINING
NEED
ANALYSIS

20. ORGANISATIONAL LEVEL
 Organizational Level - At
organizational level, training need
analysis focuses on strategic planning,
organizations goals and needs. It
involves assessment of both the internal
and external environment of the
organization. Internal environment
includes procedures, policies, strengths
& weaknesses, while the external
environment account for the
opportunities and threats.

21. INDIVIDUAL LEVEL
 Individual Level - At individual level, training need
analysis focuses on each and every individual in
the organization. The organization scrutinizes
whether the performance of an employee is at par
with the desired performance level or not. Here we
aim to identify the gap between actual
performance and expected performance. If this
gap is positive then there is a need for training.
Few of the methods that are used to analyze
individual needs are:
 Self Assessment
 Performance Appraisal Review
 Peer Appraisal
 Subordinate Appraisal
 Client & Customer Feedback

22. OPERATIONAL/TASK LEVEL
 Operational Level - At operational level, training
need analysis focuses on the work assigned to the
employees. Here a job analyst gathers the
information to assess whether a job role has been
understood by the employees at the organization.
The information could be collected by various
means like through interviews, psychological tests,
questionnaires etc. Looking into the change in the
nature of jobs and organizational structures, the
jobs today are on a go-ahead. Hence the
employees need to prepare themselves for these
jobs. It is the role of the job analysts to identify the
current and future task needs.

23. SIGNIFICANCE OF TNA
 Helps align training activities and strategies
of firm
 Ensures effective use of time and money
spent on training
 Helps in diagnosing the cause of
performance deficiency
 Helps to reduce the perception gap b/w
trainers, trainees and organizational
administration
 Helps to determine benchmark for
evaluation of training

24. METHODS OF DATA
COLLECTION OF TNA
1. Questionnaire
2. Performance appraisal
3. Interviews
4. Group Discussion
5. Technical and Manual Records
6. 360 Degree Feedback

25. COMPONENTS OF TNA
CONTEXT
ANALYSIS
COST BENEFIT PARTICIPANT’S
ANALYSIS ANALYSIS
COMPONENTS
SUITABILITY CONTENT
ANALYSIS ANALYSIS
WORK
ANALYSIS