The document outlines the importance of training in human resource management, detailing its objectives, processes, methods, and techniques. Training improves employee performance, updates skills, and prepares individuals for promotions, ultimately enhancing organizational competitiveness. It includes on-the-job and off-the-job methods, such as job instruction and simulations, emphasizing the mutual necessity of training for both employees and employers.

1. TRAINING
Presented By:
MOHAMMAD IQBAL

2. CONTENT
• What is training
• Objective & Need ofTraining
• Process OfTraining
• Methods andTechniques ofTraining
• On-the-job methods
• Off-the-job methods
• Conclusion

3. WHAT ISTRAINING ?
• 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.
DEFINTION:
“Training is the organized procedure by which people learn knowledge and/or skill for a definite purpose”.
-DALE S.BEACH

4. OBJECTIVE OFTRAINING:
• Improving Employee Performance.
• Updating Employee skill
• Preparing for promotions & managerial succession
• Increase productivity
• Reducing waste of resources.
NEED OFTRAINING ?
• Required legally or by order or regulation
• Installation of new product & techniques
• Helps new recruits to perform assigned tasks effectively.
• Makes employees more versatile ,mobile , flexible & useful to the organization
• For an organization to remain competitive and profitable.

5. PROCESS OFTRAINING
NEED
ASSESSMENT
SETTING
OBJECTIVES
DESIGNING
Implementation
Evaluation
• The need for training could be identified a gap between the
employee’s actual performance and the standard performance.
• The objectives could be based on the gaps seen in the training
programmes conducted earlier.
• The next step is to design the training programme
in line with the set objectives.
• The employees are asked to give
their feedback on the training
session and whether they felt
useful or not.
• Once the designing of the training
programme is completed, the next step is to
put it into the action.

6. ON-THE-JOB METHODS
• Job InstructionTraining(JIT)
• Apprenticeship
• Job Rotation
• Coaching
• Understudy
• CommitteeAssignments
OFF-THE-JOB METHODS
• Lectures
• Simulations
• Case Study
• VestibuleTraining
• Role-Playing
• SensitivityTraining
• Programmed Instruction
METHODS ANDTECHNIQUES OFTRAINING

7. 1. JOB INSTRUCTIONTRAINING(JIT)
• Under this method, trainer explains the trainee the way of doing the
jobs, job knowledge and skills and allows him to do the job.
• The trainer appraises the performance of the trainee, provides
feedback information and corrects the trainee.
2. APPRENTICESHIP
• 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.
3. JOB ROTATION
• This type of training involves the movement of the trainee from one
job to another.
• The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignments.
ON-THE-JOB METHODS

8. 4. COACHING
• 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
5. UNDERSTUDY
• In this method, a superior gives training to a subordinate as his
understudy like an assistant to a manager.
• Basic purpose is to prepare subordinate for assuming the
responsibilities and duties.
6. COMMITTEE ASSIGNMENTS
• Under the committee assignment, group of trainees are given and
asked to solve an actual organisational problem.
• The trainees solve the problem jointly &it develops team work.

9. OFF-THE-JOB METHODS
1. LECTURES
• This is also called as classroom training wherein the employees are given lectures about
the job requirements and the necessary skills required for implementing the job.
• The main purpose of this training is to make the employees well informed about their job
roles and discussing their queries arising out of the lectures.
2. SIMULATIONS
• This is the technique of working up a real thing, in which a situation is created and attempt
is to made to make it resembled to the actual situation.
• So a duplicate atmosphere but like original sense is created.
3. CASE STUDY
• Case Studies try to simulate decision-making situation that trainees may find at their
work place. It reflects the situations and complex problems faced by managers, staff, HR,
CEO, etc.
• The objective of the case study method is to get trainees to apply known concepts and
ideologies and ascertain new ones.

10. 4. VESTIBULETRAINING
• This type of training is specifically given to the technical staff, office staff and the employees who
learn the operations of tools and equipment assembled at a place away from the actual work
floor.
• This type of training is conducted to give the real feel to the trainees, that they would be
experiencing at the actual plant
5. ROLE-PLAYING
• This type of training is essential in case of customer services. Under this, the trainees assume roles
and enact as per the given situations.
• It is also called as socio-drama or psycho-drama, wherein the employees act as if, they are facing
the situation and have to solve it spontaneously without any guidance
6. SENSITIVITYTRAINING
• Sensitivity training is about making people understand about themselves and others reasonably,
which is done by developing in them social sensitivity and behavioral flexibility.
7. PROGRAMMED INSTRUCTION
• Programmed instruction is a Computer-based training that comprises of graphics, multimedia, text
that is connected to one another and is stored in memory.
• This method allows the trainees to go through the content according to the individual speed, and
capability.Those trainees, who respond better, move through the content rapidly.

11. CONCLUSION
• Training is extremely important to the growth of the company. they not only increase the
employees’ abilities and knowledge but also strengthen the relationship that exists between the
workforce and the members of leadership within the company.
• Training and development is a necessity for both the trainer and the trainee.
• The trainer (the company) would want to make its staff more efficient in this highly competitive
world. It would want its employees to know the latest trends and technologies and use them
according to the company’s principles and objectives.
• The trainees (staff) view training and development as a stepping stone for enriching their career
and fulfilling their personal needs. Training and development is another round of education for
them, the knowledge from which is to be applied later. So, it’s more of mutual necessity and
agreement between the companies and their respective employees when it comes to training and
development.