On the job training
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This document discusses various methods of on-the-job training. It defines on-the-job training as employee training at the workplace while performing actual job duties. Some key on-the-job training methods discussed include job rotation, job instruction, committee assignments, apprenticeships, coaching, mentoring, and internships/understudies. The document also differentiates between education, training, and development.
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Training & development
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
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Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
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The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
Training methods
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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off the job training methods
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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The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
Management development programs
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
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The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
Training methods
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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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 concepts of training and development and their importance in improving employee competencies. It describes various training methods such as on-the-job training, demonstration, job instruction training, and vestibule training. The document also examines the role of training and development in increasing employee efficiency, morale, better human relations, and organizational effectiveness.
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Management development programs 6
Development aims to enhance one's ability to understand and interpret knowledge, and results from experience and maturity. It differs from training, which focuses on learning specific behaviors and actions. Management development involves imparting knowledge, changing attitudes, or increasing skills to improve current or future management performance. It has a long-term focus on understanding knowledge, developing judgment, and expanding capacities, while training has a short-term focus on improving specific skills for a current job. Development measures effectiveness through having qualified people available when needed, promoting from within, and gaining a human resource competitive advantage.
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The document discusses training needs analysis and effective training programs. It emphasizes that a training needs analysis should identify who needs training, what type of training is needed, and how the training will be supported and aligned with organizational objectives. An effective training program includes relevant content, active demonstrations, opportunities for practice and feedback, and ensures the post-training environment supports applying the new skills. The organizational culture, systems and leadership commitment also impact the success of training initiatives.
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This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
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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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The document discusses training needs analysis and training in general. It defines training needs analysis as a systematic method to determine what is causing actual organizational performance to be less than expected performance. This performance gap can then be addressed through training. The document outlines the steps to conduct a training needs analysis, including organizational, operational and person analysis, and collecting data. It also discusses reasons to conduct a training needs analysis, such as aligning training with strategic plans and increasing motivation.
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This document discusses employee training and development. It outlines key challenges that training addresses like competing in the market, improving quality and customer service, reducing costs, enhancing productivity, and adapting to new technologies. It differentiates between training, which improves current job performance, and development, which enhances future roles and responsibilities.
The document details the training process, including assessing needs, ensuring employee readiness, creating a learning environment, selecting methods and materials, conducting training, transferring learning, and evaluating the impact. It provides examples of training needs assessment, factors for an effective learning environment, different training methods like lectures and on-the-job training, and Kirkpatrick's model for evaluating training at different levels.
Types of training
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
Training, process flow chart sop's
- Infosys has plans to expand its training facility in Mysore from accommodating 4,000 trainees to 10,000 trainees.
- Wipro Spectramind provides educational support called SEED to help talented employees pursue higher education so they are not lost to the business.
- LG Electronics requires its staff to complete two training modules per month with tests and provides prizes every three months to encourage learning.
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The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
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A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
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3. Inputs In Training & Development.
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The document outlines the ADDIE model for developing an on-the-job training program. The 5 phases of the ADDIE model are: 1) Analyze the training needs, objectives, and resources; 2) Design the training program outline and materials; 3) Develop the full training materials and instructions; 4) Implement the training by instructing employees; 5) Evaluate the training effectiveness and employees' mastery of the material. The document provides details on activities and considerations for each phase of the ADDIE model in developing and delivering a successful on-the-job training program.
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This document discusses training and development (T&D) in organizations. It defines T&D and explains how training needs are determined and objectives are established. Various T&D methods are identified, such as classroom programs, mentoring, coaching, role playing and simulations. The document also describes how T&D programs are implemented, evaluated, and how they help organizations compete. It defines orientation and its purposes. Finally, it discusses organizational development techniques like survey feedback, quality circles, team building and sensitivity training.
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.
Training and development slides (2)
The document discusses the concepts of training and development and their importance in improving employee competencies. It describes various training methods such as on-the-job training, demonstration, job instruction training, and vestibule training. The document also examines the role of training and development in increasing employee efficiency, morale, better human relations, and organizational effectiveness.
Training - Human Resource Management HRM
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Training techniques
This document discusses various training methods and techniques. It is divided into three main categories: presentation methods, hands-on methods, and group building methods. Presentation methods include lectures and audio-visual techniques where trainees passively receive information. Hands-on methods require active involvement through activities like on-the-job training, simulations, and role-plays. Group building methods aim to improve team effectiveness through techniques such as adventure learning, team training, and action learning. The document provides details on key methods within each category and discusses their advantages and disadvantages.
Management development programs 6
Development aims to enhance one's ability to understand and interpret knowledge, and results from experience and maturity. It differs from training, which focuses on learning specific behaviors and actions. Management development involves imparting knowledge, changing attitudes, or increasing skills to improve current or future management performance. It has a long-term focus on understanding knowledge, developing judgment, and expanding capacities, while training has a short-term focus on improving specific skills for a current job. Development measures effectiveness through having qualified people available when needed, promoting from within, and gaining a human resource competitive advantage.
Hrm(training and development)report
The document discusses training needs analysis and effective training programs. It emphasizes that a training needs analysis should identify who needs training, what type of training is needed, and how the training will be supported and aligned with organizational objectives. An effective training program includes relevant content, active demonstrations, opportunities for practice and feedback, and ensures the post-training environment supports applying the new skills. The organizational culture, systems and leadership commitment also impact the success of training initiatives.
training and employee development
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Orientation & Training
The document discusses orientation and training programs in human resources development. It defines orientation as providing new employees with background information to reduce anxiety and reinforce a positive impression. Areas covered in orientation include job duties, benefits, and safety regulations. Training is defined as efforts to help employees acquire job skills. Common training methods mentioned include on-the-job training, lectures, role-playing, and computer-based learning. The document also discusses evaluating training programs to assess trainee responses, learning, behavior change, and benefits to the organization.
HRD Mechanism
This document outlines the key processes involved in human resource development (HRD), including performance appraisal, potential appraisal, career planning, an HR information system, training and development, and a reward system. It describes how each process is used to develop employees' personal skills, organizational skills, knowledge, and abilities.
Methods of training on the job off the job
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.
The training process
The document outlines the steps in the training process, including needs assessment, establishing training goals, designing training programs, implementation, and evaluation. It discusses various training techniques like on-the-job training, off-the-job training, lectures, demonstrations, simulations, and case studies. It also covers Kirpatrick's model for evaluating training programs and emphasizes the importance of needs assessment, goal setting, and evaluation in ensuring effective training.
Training & Development ppt
The document discusses training needs analysis and training in general. It defines training needs analysis as a systematic method to determine what is causing actual organizational performance to be less than expected performance. This performance gap can then be addressed through training. The document outlines the steps to conduct a training needs analysis, including organizational, operational and person analysis, and collecting data. It also discusses reasons to conduct a training needs analysis, such as aligning training with strategic plans and increasing motivation.
Employee Training & development
This document discusses employee training and development. It outlines key challenges that training addresses like competing in the market, improving quality and customer service, reducing costs, enhancing productivity, and adapting to new technologies. It differentiates between training, which improves current job performance, and development, which enhances future roles and responsibilities.
The document details the training process, including assessing needs, ensuring employee readiness, creating a learning environment, selecting methods and materials, conducting training, transferring learning, and evaluating the impact. It provides examples of training needs assessment, factors for an effective learning environment, different training methods like lectures and on-the-job training, and Kirkpatrick's model for evaluating training at different levels.
Types of training
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
Training, process flow chart sop's
- Infosys has plans to expand its training facility in Mysore from accommodating 4,000 trainees to 10,000 trainees.
- Wipro Spectramind provides educational support called SEED to help talented employees pursue higher education so they are not lost to the business.
- LG Electronics requires its staff to complete two training modules per month with tests and provides prizes every three months to encourage learning.
Training ppt
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
TRAINING & DEVELOPMENT
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
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Training and development ppt
it consist of teaching plan for training and development for undergraduate students who are studying about human resource management. it would be useful for both the students and the staff too...
Training and development
Training is an educational process which involves the sharpening of skills and gaining more knowledge to enhance the performance of the employees whereas development enhance their conceptual, theoretical knowledge.
Human Resource management -Training, Development and career Advancement
Its is all about training, Development and career Advancement . How training and development is crucial part of an organization and how it can help in career Advancement. #Training #development
Hrm
Training is a key function of human resource management departments and refers to systematically teaching employees matters related to their jobs. There are two main types of training: on-the-job training such as coaching and mentoring, and off-the-job training including lectures and simulations. The training process involves identifying needs, setting objectives, designing programs, implementing programs, and evaluating outcomes. Technology is changing training practices through online courses, virtual reality, micro-learning, and internal social platforms.
Training and development unit 1
The document discusses the concepts of training, its aims, roles, need and importance. It describes that the aim of training is to develop the skills and knowledge of trainees to perform tasks efficiently. Training is a learning process that involves acquiring new skills and applying them in practice. It increases employee efficiency, morale and organizational viability. Rapid technological changes and need for career advancement make training necessary. The document also discusses different learning principles, types, methods, requisites and pitfalls of effective training.
Employee training
Training is a systematic process of improving employees' knowledge, skills, and attitudes. Traditionally, organizations believed managers were born and training was costly. However, modern approaches recognize training's importance. Training enhances performance, updates skills, and creates a smarter workforce. It benefits organizations by improving employee retention, motivation, and productivity. Common training methods include on-the-job and off-the-job techniques like lectures, simulations, and computer-based modules. Organizations evaluate training to ensure it achieves desired outcomes and allows continuous improvement. Management development specifically focuses on improving managers' competencies through long-term programs.
Training and methods
This document discusses training methods, including on-the-job training and off-the-job training. On-the-job training methods include job rotation, coaching, committee assignments, apprenticeship, internship, and job instruction. Off-the-job training occurs away from the workplace and includes classroom lectures, audio-visual, simulation, vestibule training, case studies, role playing, and programmed instructions. Training is important for organizations as it leads to increased efficiency, reduced costs, and improved employee performance.
Employee training development
This document discusses employee training and development. It begins by outlining the agenda and defining the differences between training, which focuses on an employee's current job, and development, which prepares employees for future roles. It then discusses various types of training programs, including job instruction, retraining, and orientation. It also covers how to develop an effective job training program, the benefits of training for supervisors and employees, potential barriers to training, who should conduct training, and how to evaluate training programs. The goal is to enhance employee capabilities and performance through relevant, practical training presented in a comfortable setting.
Training In Organizations
Training is an important part of human resource development and can improve employee and organizational performance. There are various training methods that can be used including cognitive/off-the-job methods like lectures and simulations, and behavioral/on-the-job methods like coaching and apprenticeships. Both types of methods are useful depending on the goals of training, but behavioral methods are best for skill development while cognitive methods are suited to increasing knowledge. Organizations must analyze training needs to ensure training is relevant and effective.
Paper id 23201429
This document discusses training and development in human resource management. It defines training and development as imparting specific skills, abilities, and knowledge to employees. The goal is to improve employee performance by increasing their ability to perform through learning and changing attitudes or skills. Training needs are determined by comparing standard and actual employee performance. The document differentiates between training, education, and development, noting that training imparts specific skills, education is theoretical classroom learning, and development provides general knowledge and attitudes. It also outlines objectives, inputs, and effective methods for training to provide a competitive advantage through improved employee performance.
E Procurement
Types of training in organizations can be categorized as cognitive or behavioral methods, and off-the-job or on-the-job training. Cognitive methods provide knowledge through lectures and simulations, while behavioral methods build skills through on-the-job techniques like coaching and apprenticeships. Effective training benefits both employees and organizations by increasing productivity, satisfaction, and innovation.
Types Of Trainig1
Types of training in organizations can be categorized as cognitive or behavioral methods, and off-the-job or on-the-job training. Cognitive methods provide knowledge through lectures and simulations, while behavioral methods build skills through on-the-job techniques like coaching and apprenticeships. Effective training benefits both employees and organizations by increasing productivity, satisfaction, and innovation.
Personality Development Programme
The document discusses personnel development and employee training programs. It defines training as programs that develop skills, abilities, and attitudes in employees. The purposes of training are to increase performance, develop employees for higher roles, utilize human resources effectively, and integrate individual and organizational goals. Training methods include on-the-job training like coaching and job rotation, and off-the-job training like lectures and role playing. Management development focuses on improving managerial performance through knowledge and skills training. Career development involves planning and growth opportunities to help employees achieve career goals.
Employee training
Employee training and development involves improving employees' skills, knowledge, and behaviors to enhance job performance. Training focuses on current job roles, while development prepares employees for future roles. Effective training and development programs identify performance gaps, develop plans to address them, and evaluate results. Multiple methods can be used, including on-the-job training, coaching, lectures, simulations, and rotations to different jobs.
training and development
Training is the process of altering employee behavior and attitudes to increase the probability of organizational goals being attained. A needs assessment determines if training is necessary by analyzing the organization, individual roles, and tasks. It identifies performance gaps where training could help address issues through methods like surveys, interviews, and task analysis. The needs assessment process ensures training objectives align with business needs and employees are receptive to learning opportunities.
Training & Development.pptx
This document outlines the topics and process of a training and development course. The topics to be covered include the concept of training, methods of training, and evaluation of training. It discusses different training methods such as on-the-job training, off-the-job training, and competency-based training. It also outlines the steps in evaluating training programs, including determining indicators of effectiveness and choosing appropriate evaluation methods. The goal of the training evaluation is to provide feedback on the value of training programs and their impact on achieving business goals.
Methods of-training-and-development
Training and development involves traditional and modern approaches. Traditionally, organizations did not believe in training, but now see its importance. Training methods include cognitive and behavioral approaches. Cognitive methods impart knowledge through lectures, demonstrations, discussions, and computer-based training. Behavioral methods develop skills through games/simulations, role plays, case studies, and on-the-job training like coaching, mentoring, and job rotation. Off-the-job training includes sensitivity training, transactional analysis, and lectures to develop managers. The goal is to reduce randomness and ensure structured, organized learning.
Trainning and development (t&d)
This document outlines the key aspects of training and development (T&D) within an organization. It discusses the differences between training, which helps employees perform their current jobs, and development, which prepares them for future career growth. The training process involves assessing needs, ensuring readiness, planning programs, selecting trainers and methods, implementing training, and evaluating effectiveness. Some common training methods mentioned are on-the-job training, lectures, role-playing, case studies, and computer simulations. The goals of development are to reduce turnover and fill jobs internally by growing existing employees' skills. Challenges to development include addressing employee obsolescence and technological changes.
Human Resource Training and Development
The document discusses the key differences and relationships between training and development in organizations. It notes that training involves teaching employees skills for their current jobs, while development prepares employees for future roles and responsibilities. The document outlines various types of training, such as orientation training, job instruction training, and apprenticeship training. It also describes the typical training process, including needs analysis, objective setting, method selection, implementation, and evaluation. Overall, the summary emphasizes that training and development are ongoing processes aimed at improving employee skills and knowledge to help organizations achieve their goals.
Training & Development and Performance Appraisal by Raja Rao Pagidipalli
This document discusses training and development in organizations. It begins by explaining the importance of training and developing employees to help both individuals and organizations achieve their goals. It then defines training and distinguishes it from development. Various training methods are outlined, including on-the-job methods like coaching and off-the-job methods like lectures. The steps in effective training like preparing instructors and trainees are also summarized. Finally, the document discusses evaluating training programs to ensure objectives are met.
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Human Resource management -Training, Development and career Advancement
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Training & Development and Performance Appraisal by Raja Rao Pagidipalli
Training & Development and Performance Appraisal by Raja Rao Pagidipalli
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On the job training
- 1. ON THE JOB TRAINING DIVYA CHHABRA GBPUA&T, Pantnagar
- 2. TRAINING The action of teaching people some knowledge, skills and help them to change some of their attitude. Acquisition of knowledge, skills, and abilities (KSA) for development.
- 3. WHY DO WE NEED TRAINING?
- 4. RELATED TERMS EDUCATION- imparting/absorbing theoretical teaching in classrooms. Generalized kind of knowledge. TRAINING- process of imparting the skills Specialized kind of knowledge DEVELOPMENT- exposure of employees to general subject/knowledge & attitudinal aspect of overall self improvement
- 5. Contd.. Training and development input 3 types of skills: TECHNICAL: required to do the job. Example: machine operation, computer usage, safe working skills CONCEPTUAL: basic fundamental knowledge of the subject INTERPERSONAL: to understand people better, to communicate well for decision making process.
- 6. TRAINING NEED ASSESSMENT The gap between the present status and desired status may indicate problems that in turn can be translated into a training need. A need is not a want or desire. It is a gap between “what is” and “what ought to be” method of determining if a training need exists and, if it does, what training is required to fill the gap.
- 7. METHODS OF TNA GROUP ANALYSIS Organizational goals Skill inventories Organizational climate indices Efficiency indices Customer survey INDIVIDUAL ANALYSIS Performance appraisal Work sampling Interviews Questionnaires Attitude surveys
- 8. ON THE JOB TRAINING Employee training at the place of work while he or she is doing the actual job. Professional trainer acts as trainer. ADVANTAGES: effective method Least expensive Free from artificial classroom DISADVANTAGES: Professional trainer may lack expertise Not systematically organized.
- 9. METHODS Job rotation Job-instruction Committee assignment Apprenticeships Coaching Mentoring Under study/ Internship
- 10. JOB ROTATION A job design technique in which employees are moved between two or more jobs in a planned manner. Job rotation is a well-planned practice to reduce the boredom of doing same type of job everyday and explore the hidden potential of an employee.
- 11. JOB INSTRUCTION Step-by-step training in which the trainer explains the way of doing the jobs, gives the job knowledge and skills to the trainee and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.
- 12. COMMITTEE ASSIGNMENTS Under the committee assignment, group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops team work and improve it.
- 13. APPRENTICESHIPS Apprenticeship is a formalized method of training curriculum program that combines classroom education with on-the-job work under close supervision. The training curriculum is planned in advance and conducted in careful steps from day to day. They have to work in direct association with and also under the direct supervision of their masters.
- 14. COACHING one-to-one training. The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement LIMITATION- trainee may not have the freedom or opportunity to express his own ideas.
- 15. MENTORING Job mentoring involves providing an employee with an experienced coach to oversee his or her learning experience. The trainee employee learns the job firsthand and may consult the mentor or coach at any time for assistance. The focus in this training is on the development of attitude.
- 16. DIFFERENCE BETWEEN MENTORING AND COACHING COACHING Task oriented Short term Performance driven Does not requires a design phase The immediate manager is directly involved MENTORING Relationship oriented Always long term Development driven Requires a design phase The immediate manager is indirectly involved
- 17. UNDERSTUDY A superior gives training to a subordinate as his understudy like an assistant to a manager or director. The subordinate learns through experience and observation by participating in handling day to day problems.