off the job training methods
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This document discusses various off-the-job training methods including lectures, audio-visual techniques, simulations, case studies, role playing, business games, and field trips. Lectures involve verbal presentations to large audiences but have limited participation. Audio-visual techniques supplement lectures with visual content but can include too much extra material. Simulations replicate real work conditions without risks of on-the-job training. Case studies promote analytical thinking but require extensive preparation. Role playing develops skills through acting out scenarios. Business games simulate business decision making through competition. Field trips provide learning in real settings but require careful planning.
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Training and its method
This document discusses various training methods, including on-the-job training methods like job rotation, coaching, and job instruction, as well as off-the-job methods like case study, role play, simulation, and lectures. It provides details on each method, including what it involves and its advantages and disadvantages. The goal of training is to increase employees' skills and knowledge for performing their jobs effectively through both practical, hands-on learning as well as formal classroom-style instruction.
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The document discusses various training methods used by organizations. It describes training as part of human resource development aimed at improving employee skills and performance. The objectives of training are to orient new employees, help employees perform current and future jobs, keep employees informed, and provide opportunities for personal development. Effective training methods motivate improvement, encourage active participation, promote transferring learning to jobs, and provide timely feedback. Cognitive "off the job" methods include lectures, e-learning, simulations, and case studies. Behavioral "on the job" methods involve learning by doing through job rotation, coaching, apprenticeships, and internships.
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The document discusses training in human resource management. It begins by introducing the topic and defining training as enhancing employee skills, capabilities, and knowledge for performing jobs. It then explores the importance of training, including improving employee performance, consistency, satisfaction, and productivity while reducing costs. The document also examines the need for training and different types of training like induction, on-the-job, and off-the-job training. It provides examples of each type and their advantages and disadvantages. Finally, the document outlines findings from a survey conducted about the needs and importance of training in organizations.
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This document discusses various training and development methods used in business, dividing them into on-the-job and off-the-job categories. On-the-job methods like coaching, mentoring, job rotation, and apprenticeship involve learning through observation and practice on actual jobs. Off-the-job methods such as case studies, role playing, simulations, and lectures are conducted away from the work environment. Both approaches are used to develop employees' skills and prepare them to handle job responsibilities.
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Training method PPT
This document discusses various training methods, including on-the-job training and off-the-job training. On-the-job training focuses on learning while working and includes methods like coaching, working under study, job rotation, apprenticeship, and vestibule training. Off-the-job training imparts skills outside the workplace and involves discussion methods, field trips, lectures, and e-learning. Specific methods like coaching help identify weaknesses, job rotation provides experience in different jobs, and e-learning allows trainees to learn at their own pace.
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This document discusses various training methods, including on-the-job training and off-the-job training. On-the-job training focuses on learning while working and includes methods like coaching, working under study, job rotation, apprenticeship, and vestibule training. Off-the-job training imparts skills outside the workplace and involves discussion methods, field trips, lectures, and e-learning. Specific methods like coaching help identify weaknesses, job rotation provides experience in different jobs, and e-learning allows trainees to learn at their own pace.
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The document discusses the key aspects of staffing, recruitment, selection, and training in organizations. It defines staffing as the process of acquiring and retaining a qualified workforce, and notes that it is a critical and ongoing managerial function. It then outlines the typical steps in recruitment, which include job analysis, requisitioning employees, sourcing applicants, and actual recruitment. Selection steps include application review, interviews, testing, final selection and onboarding. Common training needs, methods, and programs are also reviewed, including on-the-job, classroom, coaching and job rotation approaches.
training methods for worker industrial safety
Training methods can be on-the-job or off-the-job. On-the-job methods include job rotation, coaching, and job instruction which provide hands-on learning. Off-the-job methods involve case study, role playing, lectures, and simulations to teach skills away from the work environment. The document discusses the advantages and disadvantages of various training methods organizations can use to increase employee skills and meet changing needs.
Traininganditsmethod all
This document discusses various training methods, including on-the-job training methods like job rotation, coaching, and job instruction, as well as off-the-job methods like case study, role play, simulation, and lectures. It provides details on each method, including advantages and disadvantages. The goal of training is to increase employee skills and knowledge for performing jobs effectively through both practical, hands-on learning as well as formal classroom-style sessions.
Staffing
The document discusses the key aspects of staffing, which includes recruiting, selecting, and training employees. It describes staffing as an important managerial function that is pervasive and continuous. The basis of effective staffing is the efficient management of human resources through proper recruitment and selection procedures to place the right employees in the right jobs. The document then covers the different steps involved in recruitment, selection, and training employees. It discusses various training methods commonly used like on-the-job training, classroom training, and management development programs. Finally, it mentions some types of personnel movements like transfer, promotion, and separation.
TRAINING
WHAT IS TRAINING ?
•Training refers to the process of imparting of specific skills , abilities and knowledge to an employee.
•Training is specialised function & is one of the fundamental operative functions of human resource management.
•Training is an act of increasing the knowledge and skills of an employee for doing a particular job.
-Objective & Need of Training
-Process Of Training
-Methods and Techniques of Training
-On-the-job methods
-Off-the-job methods
-Conclusion.
Training Guide
This training guide discusses training, its importance, and how to plan an effective training program. It defines training as a systematic process to develop employee skills and knowledge through instruction and practical activities. Training is distinguished from education and development in being short-term and job-focused. When preparing a training plan, the guide advises identifying what employees need to know, should know, and it would be nice for them to know. Benefits of training include maintaining quality, achieving standards, reducing costs, and improving relationships. Effective training presentation requires using examples, encouraging participation, and connecting with trainees.
Human resource management
The document discusses orientation, training, and employee development. It defines orientation as providing new employees with background information to reduce anxiety and make them feel welcome. Training increases productivity and job satisfaction by keeping skills up to date. Common training methods include on-the-job and off-the-job instruction. Employee development involves ongoing training to enhance skills and stay current on new developments, and benefits both employees and employers.
Training and Development
Training is an important part of human resource management that helps improve employee performance. It increases an employee's knowledge, skills, and abilities needed to perform their job through methods like on-the-job and off-the-job training. Training benefits both employees through career advancement and employers through higher productivity, lower costs, and reduced errors. The effectiveness of training can be measured through employee and manager feedback as well as comparisons of performance metrics before and after training.
Week 10 training methods
The document discusses various training methods including lectures, audiovisual instruction, on-the-job training, self-directed learning, apprenticeships, simulations, case studies, business games, role plays, behavior modeling, team training, adventure learning, and scenario-based training. It provides the advantages and disadvantages of each method and discusses key elements to make certain methods like on-the-job training, self-directed learning, behavior modeling, and adventure learning effective.
Hrm human resources development
1) Human resource development (HRD) involves integrating training, organizational development, and developing effective teams and organizations. It can involve both human resource and development functions.
2) Training involves teaching people skills to perform jobs, while development aims to improve employees' abilities to handle various assignments and cultivate capabilities beyond their current roles.
3) Training focuses on understanding concepts, developing judgement, and demonstrating techniques. Development focuses on expanding capabilities and learning over a longer period of time.
Training and Development, Career Management
Training and development is a continuous process for improving employee skills and knowledge to achieve organizational goals. It involves systematically teaching employees how to perform their jobs more effectively. There are different types of training such as orientation, job instruction, and apprenticeship training. The training process includes analyzing training needs, setting objectives, designing the training method, implementing the training, and evaluating the training. Training provides benefits such as increased productivity, improved employee retention, and reduced supervision needs.
Training And Development Of Employees.
Assalam o alaikum!
We are students of Pharm D from Federal Urdu University Karachi.
Feel free to comment. Suggestions and constructive criticism will be highly appreciated.
Training and development- human resource management
This document discusses training and development in the workplace. It defines training as a systematic process aimed at increasing employee knowledge and skills to perform jobs effectively. Development focuses on future career growth rather than immediate performance. Common training methods mentioned include on-the-job training, job rotation, apprenticeships, mentoring, internships, lectures, and audiovisual materials. The importance of training is also highlighted, such as increased efficiency, fewer accidents, and easier promotions.
Leadership Training
The document provides an introduction to leadership development and training. It defines leadership development as activities that improve the skills, abilities, and confidence of leaders. It also defines training and explains that training exists to bring about a semi-permanent change in behavior to a desired standard. The document then discusses the phases of training, including pre-training, training, and post-training. It also outlines different training needs, methods of training including on-the-job and off-the-job, and principles of effective training.
Training and development
This document discusses training and development. It introduces training and development as improving organizational and individual effectiveness through instruction and progressing long-term goals. It then lists reasons for training and development like increased productivity, skills development, reduced turnover, and improved satisfaction. Methods discussed include on-the-job training, coaching, case studies, and external programs. It also provides guidelines for management development programs and discusses techniques like online learning and how to train millennials with flexible, on-demand, bite-sized learning using technology.
HRM - Training
The document discusses training in businesses, including why it is important for productivity, quality, and adapting to change. It outlines different types of training like induction, on-the-job, and off-the-job training and how businesses can assess training effectiveness through needs analysis, appraisals, and measuring how learning transfers to work. While training has costs, it provides benefits to businesses like higher retention, motivation, and ability to implement new strategies.
Types of training
This document outlines different types of training provided in organizations. It discusses induction training which introduces new employees to rules and procedures to help them become productive more quickly. Job training increases employee knowledge and skills to improve job performance. Safety training minimizes accidents. Promotional training prepares employees for higher level roles. Remedial training addresses underperformance. Other trainings discussed include internship, skills, cross-functional, team, refresher, diversity, literacy, and ethics training. The goal of all these trainings is to improve employee and organizational performance.
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off the job training methods
- 1. METHODS OF TRAINING- OFF THE JOB TRAINING MOHD HARIS DEPARTMENT OF PHARMACEUTICAL MANAGEMENT NIPER, HYDERABAD
- 2. OFF- The Job Training: • OFF – the job training methods are conducted in separate from the job environment, study material is supplied, there is full concentration on learning rather than performing. • Off-the-job training includes more general skills and knowledge useful for work, as well as job-specific training.
- 4. LECTURES • Trainers communicate with spoken words which they want the trainees to learn, it is primarily one way communication of learned capabilities from trainer to audience. • It’s a verbal presentation for a large audience. The lectures have to be motivating and creating interest among trainees.
- 5. MERITS & DEMERITS OF LECTURE METHOD MERITS • It reinforces trainers credibility and authority. • Information is concentrated and organised as desired. • Efficient and simple and lots of material can be presented within given time. • Can be personalized easily. DEMERITS • One way communication with relatively less participation or passive participation. • The attention span of listener is normally 15-20 mins. • Depends completely on trainers effectiveness and information. • A clear and rigorous verbal presentation requires a great deal of preparation and hence time consuming preparation.
- 6. AUDIO- VISUAL TECHNIQUES • includes overheads, slides and video. • Video can be used for improving communication skills and customer service skills. • it can also illustrate how procedures can be followed. • it is normally used along with lectures to show trainees real life experiences and examples.
- 7. Merits & Demerits: MERITS • Trainers can review, slow down or speed up the lesson according to expertise of trainees. • It can be watched multiple times. • It gives exposure of equipment, problems and events that cannot be easily demonstrated, i.e. equipment malfunctions, angry customers or emergencies. DEMERITS • too much content for trainee to learn • Overuse of humour or music • Important learning points of training can be confused by drama in the video
- 8. SIMULATIONS • Aim to educate and inform in an exciting and memorable way, rather than purely to entertain. • It is used to teach production and process skills as well as management and interpersonal skills.
- 9. Merits & Demerits MERITS • Trainee can concentrate on learning without involving much risk. • Interest and motivation are high as real job conditions are duplicated. • This method is helpful in cases where on the job training might result in a serious injury and destruction of valuable equipment and material. • Example: Aeronautical industry DEMERITS • It is an expensive method. • Need constant updating as new information about work environment is obtained
- 10. CASE STUDIES • Involves studying cases from all perspectives, analysing the various options available to the company for solving problems or address issues and arriving at most suitable answers.
- 11. Merits & Demerits MERITS • It promotes analytical thinking. • It encourages open mindedness. • It is acceptable to everyone as it deals with detailed description of real life situations. DEMERITS • It may suppress the voice of average trainees as only those having analytical and vocal skills will dominate the sessions • Preparation of cases involve expenditure and time and the outcome is not quite certain. •
- 12. ROLE PLAY • Trainees act out roles given to them. • Role playing basically covers topics such as employee-employer relationships, hiring, firing, conducting a post-appraisal interview.
- 13. Merits & Demerits MERITS • Trainees participate in entire proceedings and so they take interest and are involved. • It develops skill in applying knowledge in areas of human relations. • It brings about desired changes in behaviour and attitudes as the trainees are motivated to think. DEMERITS • Role playing may sometimes not adhere to the objectives of training program. The trainees may deviate from the subject being discussed and start giving unrelated examples and explanations.
- 14. BUSINESS GAMES • This method requires trainees to gather information, analyse it and make decisions. • Business games are primarily used for management skill development. • Games stimulate learning because participants are actively involved and because games mimic the competitive nature of business.
- 15. Merits & Demerits MERITS • The game helps dealer to develop skills needed for business success. • Participant must work as team. • Cohesive groups are developed. DEMERITS • Factual information cannot be taught through this training.
- 16. FIELD TRIP • A fieldtrip or fieldwork or training in the field is a journey by a group of people to a place away from their normal environment. • Purpose is to provide real life situations.
- 17. Merits & Demerits MERITS • Field trips provide accurate information about objects, process and systems in the real settings. • Enthusiasm for field trips can be effectively transformed to effective learning. • Field trips provide students the opportunities to utilize all the senses for learning DEMERITS • Time consuming • Careful planning required • Transportation can be a problem • It is risky for the management.
Editor's Notes
- To view this presentation, first, turn up your volume and second, launch the self-running slide show.
- To view this presentation, first, turn up your volume and second, launch the self-running slide show.
- For more than 20 years, Duarte has developed presentations…