The document compares training and development. Training aims to improve current job performance through imparting technical skills, while development focuses on acquiring skills for future roles through broad, managerial training. Examples of each are provided. The importance, purpose, process, methods, benefits and types of training and development are also outlined.

1. Training
&
Development comparison

2. Key terms
• Development: the growth or realisation of a person's
ability and potential through the provision of learning
and educational experiences.
• Training: The planned & systematic modification of
behaviour through learning events, programmes, and
instruction which enable individuals to achieve the
levels of knowledge, skills and competence to carry out
their work effectively.
• Learning: Learning is relatively permanent changes in
behaviour that occurs as a result of practice or
experience.
• Education: The development of Knowledge, values
and understanding required in all aspects of life
rather than the knowledge and skills relating to
particular areas of activity.

3. • Training – refers to a planned effort by a
company to facilitate employees’ learning of job-
related competencies
• The goal of training is for employees to:
– master the knowledge, skill, and behaviors
emphasized in training programs, and
– apply them to their day-to-day activities

4. Training & Development comparison
Training
• Process bringing about relatively
permanent change in employee skills,
knowledge, attitude, or behaviour to
improve their performance on current job
• Imparts technical skills
• Focus on small number of Tech. skills
specific to current job
• Directed towards non management
personnel
• Present focus short term
• Activity designed to manage an existing
performance problem
Development
• Process designed to impart learning
experience in order to help
employees acquire skills and
competencies for future
responsibilities / intended job
• Impart managerial skills
• Focus on broad range of skills
applicable more generally across
different situations
• Directed towards managerial
personnel
• future focussed , long term
perspective
• Activity designed to be a continuous
process

5. Training & Development Some examples
Training
• Training on newly introduced
soft ware
• Training on wastage reduction
• Training on new machinery
• Training programme for newly
implemented / changed business
process
• Training program for reducing
absentism
• Training on presentation skills to
sales man
Development
• Program on improving decisional
making skills
• Programme on Improving
analytical skills
• Workshop on improving
interpersonal effectiveness
• Out bond training program on
conflict management and
problem solving
• Participation in work shops and
seminars
• Workshop on culture and change
management.

6. Importance of training
– Global competition and flatter organizational structures
require multi-skilled employees( mergers & acquisitions)
– Focus on life-long learning
– Diverse employees with varying cultural values
– Developments in information technology require new skills
and training strategies
– Increased motivation
– Individual goals equating with those of the organisation
– Employee mobility
– Restructuring
– Work redesign
– Social benefits
– Newly acquired skills for future use

7. Purpose of Training & Development
• Performance improvement
• Updating skills
• Solving problems
• New employee orientation
• Preparation for promotion
• Opportunities for personal growth

8. Training and Performance
• Emphasis on high-leverage training has been accompanied
by a movement to link training to performance
improvement
• Training is used to improve employee performance
• This leads to improved business results
• Providing educational opportunities for all employees
• An on-going process of performance improvement that is
directly measurable
– not one-time training events
• The need to demonstrate the benefits of training
– to executives, managers, and trainees

9. • Updating skills
– Fast technological advancements
– Short-lived technologies
– To prevent obsolesce
– Meeting environmental and business challenges
• Solving problems
– Scheduling
– Inventorying
– High Wastage
– Absenteeism
– Employee turnover

10. • New employee orientation
– Socialization of new employees
– Introduce them to vision, mission, value snad
culture of the organisaion
– Make them familiar with policies, rules
regulations, procedures
– Acquainting them with machinery and tools
they have to work with
• Preparation for promotion
– Training for movement in organisaitonal
hierarchy
– Succession planning

11. • Opportunities for personal growth
– Realization of potential
– Enhancing employability and market value
– Better career and growth opportunities

12. Benefits of Training & Development
Organisational Benefits
• Increase human capital of
organisation
• Increased efficiency and
profitability
• Enhanced productivity
• Reduced employee
turnover( voluntary)
• Reduced involuntary
turnovers ( termination
due to skill deficiency)
• Makes employee more
accountable as they gain
knowledge and skills
Employee benefits
• Improved performance
• Increased in employability( As
skilled workers are seen as
more attractive by
competitors)
• Enhanced motivation & morale
• Job become more rewarding &
satisfying
• Opportunity for upward
mobility in the firm
•Customer benefits
Better quality of product and services

13. BENEFITS OF T&D TO ORGANISATIONS
• Provision of trained human resources
• Improvements of existing skills
• Increased employee knowledge
• Improved job performance
• Improved customer service
• Greater staff commitment
• Increased value of the organisation's human
assets
• The personal development of employees

14. T & D Process
Organiosational goals
and objectives
Training need analysis
•Organisational Analysis
•Job/task analysis
•Person analysis
Gap between skills required
and skills available
Need for T & D
Programme design & development
•Training goals and objectives
•Selection of trainee
•Selection of trainer
•Selection of Method
Implementation
Evaluation of T&D:
Reaction,
Learning ,
Behaviour
Result
Other action required
( Hiring , job redesign etc.
Selection of trainees
Criteria for evaluation
Monitoring progress

15. Training need analysis
Organisational analysis:
• Examination of environment ,strategies, organisational goals,
resources of orgn., performance data, personnel inventories
– To determine where the training emphasis should be placed in the
organisation.
Job Analysis:
• Analysis of job description and job specification to determine the
content of the training programme to ensure that the trainee perform
well on job. ( competencies required)
Person Analysis:
• To determine which employee needs training and which do not

16. The Training System
NeedsNeeds
AssessmentAssessment
TrainingTraining
ObjectivesObjectives
ImplementationImplementation
EvaluationEvaluation

17. Types of training
• Classification based on method used
• Content
• Skills imparted
• Employee involved

18. Methods of training
On the job training method
• Employee is placed in the real
work situation
• Employee learn through
actual practice and experience
• Experienced employee or
supervisor demonstrate the
job and teaches the trick of
trade
• Employee learn by doing job.
Off the job methods
• Employee learn by
listening or by observing
others in a learning
situation away from work
• Conceptual knowledge and
certain skills are learned in
this way
• This method supplements
the experience gained
through on the job
training

19. T&D Methods
On the job methods Off the job methods
Training methods
•Apprenticeship
•Job instruction
Development methods
•Coaching/ understudy
•Job rotation
•Special committee
Assignment Internship
Training methods
•Class room instructions
•Lectures
•Seminars& conferences
•Programmed instruction
•Audio visuals
Development methods
•Simulation
•Case study
•Role-play
•Management games
•Management games

20. Training Techniques
On-the-jobOn-the-job Off-the-jobOff-the-job
• Job rotation
• Apprenticeships
• Coaching
• Mentoring
• Delegation by
supervisor
• Work shadowing
• Lectures & videos
• Vestibule training
• Role-playing/Cases
• Simulation
• Self-Study &
Programmed
• Computer-based (CBT)
• Virtual reality
• Internet/Web-
based/Intranet
• Video-conferencing

21. On the job training advantages and disadvantages
Advantages
• Generally most cost-
effective
• employees are actually
productive
• opportunity to learn whilst
doing
• Training alongside real
colleagues
Disadvantages
• Quality depends on
ability of trainer and
time available
• Bad habits might be
passed on
• Learning environment
may not be conducive
Potential disruption to
production

22. Off the job training advantages and disadvantages
Advantages
• range of skills or
qualifications can be
obtained
• Can learn from outside
specialists or experts
• Employees can be more
confident when starting job
Disadvantages
• More expensive – e.g.
transport and
accommodation
• Lost working time and
potential output from
employee
• New employees may still
need some induction
training
• Employees now have new
skills/qualifications and
may leave for better jobs

23. On-the-job of TrainingOn-the-job of Training
• Apprentice ship:
– Trainee work under close supervision of an expert or
experienced person
– Suitable and conducted for technical trade where proficiency
results after fairly longer training on the job
– Trainee earn stipend
– learning on Both theoretical and practical aspects of job
• Job Instruction:
– Experience employee teaches the job to new employee in a step
by step manner
– Preparation of the learner
– Presentation of skills or knowledge
– Performance try out by learner
– Follow-up by trainer to assess learning

24. On-the-job Development MethodsOn-the-job Development Methods
Coaching:
• Trainee works directly with person he/ she has to replace.
• Responsibilities are shifted gradually i.e. trainee perform some part and
trainer perform remaining and gradually trainee perform major part and
trainer perform minor part
• In this process learns the complexities / details of the job
• The superior points out the mistakes & gives suggestions for improvement.
Job Rotation:
• Individual is rotated moved through on various jobs in same department
• It broaden their understanding of different aspect of business and
department as well.
• It involve horizontal movement of employees
• It is usually used to prepare employees for assuming greater responsibilities
after promotion
• Work for preparing a varied jobs and developing multi skill employees.

25. Internship
• Students perusing technical course in collage are give an
opportunity to have knowledge of real life work situations
• Students are paid stipend during internship
• Help to get the project or work done at lower cost and also
giving hands on exposure to students
Special committee / assignments
• Trainee is assigned to a committee constituted for a special
task and perform various tasks as task force member.
• Trainee learn by being directly working on a problem or
working on task and also by observing others closely
• It allows employee to share in decision making
• Allows employee grow comprehensively
On-the-job Development Methods contd.On-the-job Development Methods contd.

26. Off-the-job Training & Development MethodsOff-the-job Training & Development Methods
Case study method: A developmental method in which
manager is presented with a written description of an
organisational problem/ situation to diagnose and solve
Management games: developmental technique in which team
of managers compete with one another by making an object /
completing a task
Role playing: A training technique in which trainee act out the
part of people in a realistic management solution.
Behaviour modeling: A training technique in which trainees
are first shown good management technique in a film then
asked to play roles in a simulated situation and are ten given fed
back praised by their superior

27. Off-the-job Training & Development Methods contd.Off-the-job Training & Development Methods contd.
Lecture:
• traditional form of instruction or transfer of knowledge
suitable for imparting conceptual knowledge
Seminars and conferences:
• like lectures seminars and conferences bring group of people
together for training and development
• These provide vehicle for communication of ideas and
procedures and for debate and discussion on relevant issues
In basket:
• The trainee is given a material that include items from a
manager’s typical work day( email , mails memo, report
from senior)
• Trainee has to take decision on each of item in in basket in
limited period of time
• Trainee is given feed back

28. Off-the-job Training & Development Methods contd.Off-the-job Training & Development Methods contd.
Simulation
• A technique which duplicate, as nearly as possible , the actual work
situation/ condition encountered on job
• This technique is used where the actual condition involve enormous risk
and hazard to life of job holder or to the equipment work on
• Frequently used for training Astronauts, pilots, locomotive drivers, etc.
Vestibule training:
• This method attempts to duplicate on the job situation in a company.
This method include both theoretical as well as practical training
• Theoretical knowledge is given in classroom situated in company and
practical training on closely located equipment or production line
• This methods is effective as Trainee is not under pressure of
performing
• Useful to train semi skilled personnel

29. Off-the-job Training & Development Methods contdOff-the-job Training & Development Methods contd..
Sensitivity or ‘T’ group training:
• Sensitivity training is a group experience designed to provide
maximum possible opportunity for individuals to expose their
behaviour, give and receive feedback, experiment with new
behaviour, develop awareness of self and others
• It attempts to improve human sensitivity and awareness,
• Improve quality and participation in human affairs
Grid Training
• This is originally known for developing leadership quality and
skills
• Grid represent possible leadership styles
• Each style is combination of two basic orientation i.e A. concern
for people and B. Concern for production

30. Induction Training
• It involves introducing a new employee to
its work environment. Usually, it includes
• introduction to colleagues,
• explaining the firm’s activities,
• procedures followed in the organisation,
• explaining the organisational structure,
• place of working etc.

31. Functional training
• In the core function area
– Production
– Quality
– Marketing
– Finance

32. Soft skill training
• is a term often associated with a person's "EQ"
(Emotional Intelligence Quotient), the cluster of
personality traits, social graces,
communication, language, personal habits,
friendliness, and optimism that characterize
relationships with other people Soft skills
complement hard skills which are the occupational
requirements of a job and many other activities.
They are related to feelings, emotions, insights
and (some would say) an 'inner knowing': i.e. they
provide an important complement to 'hard skills'
and IQ.

34. Training Evaluation Criteria
TrainingTraining
EvaluationEvaluation
CriteriaCriteria
ReactionReaction
KnowledgeKnowledgeOrganizationalOrganizational
resultsresults
BehaviourBehaviour

35. Evaluation criteria
Reaction:
• To assess trainees degree of satisfaction with
– Trainer
– Subject matter and content
– Training environment
• To have insight into the aspects of program they found useful as
well aspect need to be changed
– Method
– Content coverage of certain topics
Learning:
• Trainees level of understanding before and after training to
determine gain in knowledge
• To assess the degree to which trainees has acquired new skills
knowledge and competencies

36. Evaluation criteria
Behaviour:
• Degree to which training has resulted in his on the job
behaviour resulting in changed / improved job performance
• Purpose is comparison of employees behaviour before and
after training to determine the impact of the training.
• Assess transfer or application of knowledge in job behaviour.
Results:
• Seeks to asses the impact of training on the performance of
the organisation.
– profitability
– Productivity
– Sales volumes
– Balance scorecard