1. MODULE:III TRAINING AND
DEVELOPMENT
TRAINING: CONCEPT AND IMPORTANCE OF TRAINING, IDENTIFICATION OF
TRAINING NEEDS, TYPES OF TRAINING AND METHODS OF EVALUATING
TRAINING EFFECTIVENESS
DEVELOPMENT: CONCEPT, TECHNIQUES AND IMPORTANCE OF MANAGERIAL
DEVELOPMENT, TRAINING V/S DEVELOPMENT
2. TRAINING CONCEPT
Training is the process through which skills, knowledge and aptitudes of the employees are
increased to perform the specific job prescribed to them.
Training means imparting the knowledge, skills and aptitudes necessary to undertake the
required jobs efficiently with a view to developing the worker to his fullest potential. As an
organized activity, training is designed to create a change in the thinking and behavior of
people. Training is a two-way and continuous process because there is no end to learning and
secondly, a person gets to learn new technology, new patterns etc., continuously.
3. DEFINITION
“Training is the act of increasing the knowledge and skill of an employee for
doing a particular job.” —Edwin B. Flippo
“Training is a process by which the attitudes, skills and abilities of employees to
perform specific jobs are increased.” —Micheal J. Jucious
“Training is the organized procedure by which people learn knowledge and/or
skill for a definite purpose.” —E. F. L. Breach
According to Dale Yoder, “Training is the process by which man-power is filled
for the particular job it is to perform.”
4. Importance of Training
Training is crucial for organizational development and success. It is
fruitful to both employers and employees of an organization. An
employee will become more efficient and productive if he is
trained well.
5.
6. To the Organization
1.Gets more effective in decision-making and problem-solving.
2. Improve the morale of the workforce.
3. Helps people identify the organizational goal.
4. Aids in developing leadership skills, motivation, loyalty and better attitude.
5. Aids in improving productivity and quality of work.
6. Aids in understanding and carrying out organizational policies.
7. Aids in organizational development.
8. Creates an appropriate climate for growth and communication.
9. Helps employees adjust to change.
7. To the Employees
1.Increases job satisfaction and recognition
2. Moves a person towards personal goals while improving skills
3. Helps in eliminating the fear of attempting new tasks
4. Provides the trainee with an avenue for growth
5. Through training and development, motivational variables of recognition, achievement growth, responsibility
and advancement are internalized and operationalized
6. Provides information for improving leadership, communication skills and attitudes
7. Helps to handle stress, tension, frustration and conflict
8. For Personnel and Human Relation
1. Improve inter-personnel skills
2. Improves morale
3. Builds cohesiveness in groups
4. Makes the organization a better place to work and live
5. Provides information on other governmental laws and administrative policies.
9. IDENTIFICATION OF TRAINING NEEDS
Training is required for organizational growth. It is beneficial to both the employer and the
employee; it makes the employee more efficient which leads to better results and growth of the
organization.
Training bridges gap between what employee has (in terms of skills and abilities) and what
his/her job demands. This clearly underlines the need for proper identification of training needs
of employee.
Identifying training needs is a process that involves establishing areas where employees lack
skills, knowledge, and ability in effectively performing their jobs. Training needs have to be
related both in terms of the organization's demands and that of the individual employee’s.
10. It consists of the following three components:
1. Organizational analysis
2. Task analysis
3. Man analysis
11. Organizational Analysis
It involves a comprehensive analysis of organisation in terms of its objectives, resources, resource
allocation and utilization, culture, environment, and so on. Such an analysis would help identify
deficiencies and mechanisms that would be needed to make adjustments in those identified
deficiencies.
Generally, organizational analysis includes the following steps:
(i) Analysis of Objectives:
Organizational analysis begins with achieving a clear understanding of both short and long-run goals
and also the order of priorities accorded to various objectives. Long-run objectives are broken down
into specific objectives and strategies for each of the department/division/unit.
12. Cont…
Short-run objectives are constantly in need of adaptation to the changing
environment, both external and internal. However, long-run goals, if carefully
thought out, are expected to be much less subject to modification. General objec-
tives are also needed to be translated into specific operational targets.
13. Cont…
(ii) Resource Utilization Analysis:
Once the organisational objectives are analysed, the next step involved in identifying
training needs is to analyse the allocation of human and other physical resources and
evaluate their level of utilization in meeting operational objectives.
In order to examine the flow of the inputs and outputs of the total system, various
efficiency indices can be developed and used. While using these efficiency indices, focus
should be on the contribution of human resources in meeting the organizational goals.
14. (iii) Environmental Scanning
Such an analysis is done to study the organisation as a subsystem operating in a
distinct environment consisting of socio-cultural, economic and political
components. This enables the organisation to identify the environmental factors
which the organisation can influence and the constraints which cannot control.
15. Cont….
(iv) Organisational climate analysis:
The organisational climate is a reflection of its members’ attitudes towards various
aspects of work, supervision, company procedure and so on. These have own bearing on
affecting the effectiveness of a training programme in the organisation.
16. Task Analysis
This is also called job or operational analysis. This involves a detailed analysis of various
components of a job, its various operations, and the conditions under which it has to be
performed. Task analysis will indicate the skills and training required to perform the job
at the required standard. For almost all jobs have an expected standard of performance.
If these standards for the performance of the job are known, then it is possible to know
whether the job is being performed at the desired level of output i.e., standard or not.
Knowledge of task as gained through task analysis will help in understanding what skills,
knowledge and attitudes an employee should have to fulfill the expected performance.
17. Man Analysis
This is the third component in identifying employee training needs. The focus of man
analysis as on the individual employee, his skills, abilities, knowledge and attitude. Of
the three analyses, this is more complex one because of difficulties in assessing human
contribution.
The reason is that the available measures to study man (employee) are much less
objective and suffer from many individual variations. Yet, data on the relevant aspects
such as production, meeting deadlines, quality of performance, personal data such as
work behaviour, absenteeism, late-coming etc., can be collected through records,
observations, meeting with employee and others who work with him.
18. METHODS OF TRAINING
There are several methods of training. These are mainly categorized into two
groups:
On-the-Job and
Off-the-Job methods.
On-the-Job methods are generally the methods that are applied to the workplace
during the working of the employee. It means learning while working.
Off-the-Job methods refer to the methods that are used away from the
workplace. It means learning before working.
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20. ON THE JOB TRAINING
This is the most common method of training in which a trainee is placed on a specific job
and taught the skills and knowledge necessary to perform it.
The advantages of OJT are as follows:
1. On the job method is a flexible method.
2. It is a less expensive method.
3. The trainee is highly motivated and encouraged to learn.
4. Much arrangement for the training is not required.
21. CONT…
On-the-job training methods are as follows:
1. Coaching:
Under this method, the trainee is placed under a particular supervisor who functions as a coach
in training and provides feedback to the trainee. Sometimes the trainee may not get an
opportunity to express his ideas.
2.Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing the jobs to
the trainee and in case of mistakes, corrects the trainee.
22. CONT…
3. Job Rotation: This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the trainee understand
the problems of other employees.
4. Mentoring: This type of employee training, the focus is on the relationship between an employee
and a more experienced professional, such as their supervisor, a coach, or a veteran employee.
The one-on-one mentoring style creates a relationship between employees that carries far beyond
training. It also allows the employee to ask questions they may not feel comfortable asking in a
classroom, instructor-led training. This training method can be done in person or virtually, through
online coaching sessions.
23. CONT…
• 5. Apprenticeship programs: Apprenticeship programs place the trainee under the
guidance of well-trained personnel. These programs are designed to obtain skills and
knowledge of higher levels. Such programs are necessary for people entering skilled jobs,
like, plumbers, electricians, etc. These apprentices are trainees who enter into these
programs and invest some time working under the guidance of a professional or a trainer.
The trainees are required to spend a specified time here where both fast and slow learners
are trained together. The slow learners may be provided with additional training.
24. 2. Off the Job Training
On the job training methods have their own limitations, and in order to have the overall development of employee’s
off-the-job training can also be imparted. The methods of training which are adopted for the development of
employees away from the field of the job are known as off-the-job methods. Training is generally given through
lectures, discussions, case studies, and demonstrations. This enables the trainee to study theoretical information or
be exposed to new and innovative ideas.
Advantages of Off-the-Job Training
Off-the-job training has the following advantages :
1. It does not disrupt normal operations.
2. Trainers are usually experienced enough to train,
3. It is systematically organized,
4. Efficiently created programs may add a lot of value.
25. CONT…
The following are some of the off-the-job techniques:
1. Lectures:
This will be a suitable method when the numbers of trainees are quite large. Lectures can be very much
helpful in explaining the concepts and principles very clearly, and face to face interaction is very much
possible.
2. Group Discussion
The discussion method uses a lecture to provide trainees with information supported, reinforced, and
expanded through interactions between the trainees and trainers. Knowledge is communicated from the
trainer to the trainees. It provides a two-way flow of communication. Quick feedback is ensured.
A better understanding is possible. Questioning can be done by both the trainer and the trainees.
26. CONT…
3. Brainstorming
• Brainstorming is a problem-solving activity where students build on or develop higher
order thinking skills.
• Encourages creative thought. Brainstorming encourages students to think creatively (out
of the box), encouraging all students to share their ideas, no matter how far “out there”
they may seem.
27. CONT….
4. Electronic Training
eLearning, on the other hand, relies on online videos, tests, and courses to deliver
employee training. Employees can do their training right in the palm of their hand with a
smartphone or on their company computers.
It's one of the easiest types of employee training to roll out to larger populations,
especially for employees who are remote or have high-turnover rates. With interactive
games, tests, videos, activities, or even gamified components, it can also go a long way
towards keeping your employees engaged with the training.
28. CONT…
5. Simulation employee training
Simulation training is most often provided through a computer, augmented, or virtual
reality device. Despite the initial costs for producing that software or technology,
however, simulation training can be a necessary option for employees in riskier or high-
stakes fields. You'll often see simulation training for pilots or doctors, but it can be useful
for other employees too.
This type of employee training is also highly-effective and reliable, allowing employees
to progress consistently and at their own pace.
29. CONT…
6. Role-playing
Similar to group discussions, role-playing specifically asks employees to work through
one aspect of their jobs in a controlled scenario. They'll be asked to consider different
points-of-view and think on their feet as they work through the role-playing activity.
Like other group activities, role-playing is highly effective but may be unnecessary for
simple, straightforward topics. It also requires more employee time, potentially taking
time away from an entire department while they're going through the training.
30. CONT…
• Internship Training: Internship training is a cooperation of educational institutions and
business firms. These trainings are generally a joint program. The candidates who are
selected continue to pursue their studies regularly and also work in a factory or office to
gain the practical knowledge and skills required for a job.
• Case Study: Case studies are the actual experiences faced by the organization. They
display the events that the managers have faced in real life. The trainees study these cases
and analyze them sincerely to find out the problems and their causes, come up with
possible solutions, select the best solution and at last, implement it.
31. METHODS OF EVALUATING TRAINING
EFFECTIVENESS
Training effectiveness measures the impact of training on the trainee’s knowledge, skills,
performance, and the company’s ROI. The training’s goals and objectives should be
determined before training occurs, allowing these to be clearly and accurately measured.
Kirkpatrick’s Four-Level Training Evaluation Model
One of the oldest and, without a doubt, the most famous one is Kirkpatrick’s model. It is
still used more than sixty years after its development.
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33. CONT…
According to this model, training programs should be evaluated on 4 levels: Reaction, Learning, Impact, and
Results. Let’s take a closer look at each level.
Level 1: Reaction
When learners complete your course, assess their reactions. Ask them to complete a survey with questions like:
• How satisfied are you with the learning experience?
• Did the training content meet your expectations?
• Did you learn anything new?
• How would you rate the quality of the training?
• Do you find this training useful?
34. CONT..
Level 2: Learning
Measure how much was learned in the course. For example, create online quizzes to see
what knowledge and skills they have and haven’t acquired during the training. In order to
gain the most precise results, some companies also choose to create pre-quizzes. In this
way, you will know for sure what your learners knew before the course, and what they
learned from taking it.
35. CONT…
Level 3: Behavior
See if an employee’s behavior has changed after taking the training program. And if it
has, how much? The most effective way to do this is to compare 360-degree reviews
(feedback from the employee’s colleagues, supervisors, subordinates, and others) on the
employee both before and after they took the course.
36. CONT…
Level 4: Results
This is the most important level of training evaluation. After all, better results are the
primary goal of corporate training. Evaluate what impact your course has had on business
by analyzing quality, efficiency, productivity, and customer satisfaction ratings.
37. CONCEPT OF DEVELOPMENT
Development is concerned with the growth of employees in all respects. It is the process
by which managers or executives acquire skills and competency in their present jobs and
also capabilities for future tasks. The purpose of development is imparting advanced
knowledge and competencies among the employees.
Development is a continuous process of building competencies of employees and thus
facilitating their overall development. The term is generally used in relation to managers
or executives and is described as ‘management development’ or ‘executive development’.
38. CONT….
Training is related to some specific skills and operations while development is concerned
with overall improvement in employees and makes them capable of handling more
responsibility. Development prepares employees for future. It is related to future growth.
Development involves technical skills as well as problem solving and decision making
skills.
The term development is used for executives or managers.
39. CONT…
Management development is any attempt to improve managerial performance by
imparting knowledge, changing attitude or increasing skills. In other words, it is a
systematic process which prepares managers to handle present and future responsibilities.
According to DeCenzo and Robbins, “Management development is more future oriented
and more concerned with education, than is employee training or assisting a person to
become a better performer.”
Thus, management development is the process of enhancing one’s ability to overcome the
environmental managerial challenges that is encountered by an organizational setting.
40. Management development techniques
Management development techniques are several and diverse depending on the context
and purpose.
I. On-the-job techniques:
On-the-job methods are most popular for developing executive talent. Here, both the
trainee executive and trainer are not free from their daily chores and the pressure of their
executive routine jobs. Some of the most commonly techniques of executive development
which fall under the category of on-the-job techniques are as follows:
41. CONT….
These methods comprise of
(a) The coaching method,
(b) Understudy method,
(c) Job rotation,
(d) Special projects,
(e) Committee assignments, and
(f) Selective
42. CONT….
II. Off-the-job methods:
On-the-job methods of executive development just discussed above may not be adequate because of the
complexities of management process and inadequate facilities, environment and teaching experience,
calling for more sophisticated and comprehensive methods of development.
Off-the-job training methods aim at placing the executives in a highly maneuvered and stimulated
atmosphere so that they are exposed to new ideas, new ways of analysis and are in a position to introspect
themselves by studying their own behaviour.
There is a wealth of off-the- job executive development techniques and let us discuss some of the most
important of these techniques hereunder.
43. CONT…
(a) Case studies,
(b) Role playing,
(c) In-basket methods,
(d) Business games,
(e) Sensitivity training,
(f) Simulation,
(g) Conferences,
44. Importance of management development
Management development is important because it helps those who are new
to management positions understand what the job entails and gain the necessary soft
skills and interpersonal knowledge. It's also important for experienced managers because
it can teach them new ideas in workplace management and remind them of other
techniques to use. Here are some additional benefits of management development:
45. CONT…
• More effective communication: Management development can help new and existing
managers learn better ways to connect with their coworkers and report to their supervisors.
• Motivated team members: This process can make managers more effective at empathizing
with their team members and providing the motivation and incentive that teams need to
succeed.
• Cost-efficient leadership: When an organization promotes managers from within the
company, it can save itself the cost of hiring and training new managers.
46. CONT…
• Wide knowledge of company policies: Providing management development for existing
managers can keep everyone updated on company expectations, the workplace culture
and any new policies.
• Long-term management availability: A company with a robust management
development program can better ensure that it has knowledgeable and effective managers
in the long term.
47. DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT
BASIS FOR COMPARISON TRAINING DEVELOPMENT
Meaning Training is a learning process in which employees
get an opportunity to develop skill, competency
and knowledge as per the job requirement.
Development is an educational process which is
concerned with the overall growth of the
employees.
Term Short Term Long Term
Focus on Present Future
Orientation Job oriented Career oriented
Motivation Trainer Self
Objective To improve the work performances of the
employees.
To prepare employees for future challenges.
Number of Individuals Many Only one
Aim Specific job related Conceptual and general knowledge
