Training and development aims to improve employee performance by increasing skills and changing attitudes. It includes education, training, and development. Training provides specific skills while development helps employees grow. Training benefits include competitive advantage and improved productivity. The training process involves identifying needs, setting objectives, designing programs, implementing training, and assessing effectiveness. Various methods like lectures, simulations, and on-the-job training are used. Metrics help evaluate the impact of training on learning, behavior, and business results.

1. Training and Development

2. Definition of Training and Development
• Any attempt to improve an employee’s current or
future performance
by increasing his or her ability to perform through
learning
usually by changing the employee’s attitude or
increasing his or her skills and knowledge
• T & D need is determined by the gap between the
current performance and the required performance

3. Training vs. Development vs. Education
• Education is theoretical learning in classrooms
• Training is the process of imparting specific
skills
• Development refers to the learning
opportunities designed to help employees
grow

4. The Training Paradox
• Increasing an individual’s employability
outside the company simultaneously increases
his or her job security and desire to stay with
the current employer
• “Train them to the point where you may lose
them, and then you won’t lose them.”

5. Benefits of Training
• Competitive advantage to the firm
• Removes performance deficiencies
• Reduces accidents, damage, errors and wastage
• Improves productivity and profits
• Improves satisfaction and morale
• Reduces absenteeism and turnover
• Helps in knowledge upgradation and prevents
obsolescence of skills
• Helps meet future personnel needs
• Improves the image of the organization

6. The Training Process
• InD2IA:
– Identification of training needs
– Defining training objectives
– Design of training programmes
– Implementation of training
– Assessment of training

7. Identification of Training Needs
• Organizational Analysis:
– Goals, HR demand and supply, target areas, recruitment
strategies
• Task Analysis
– Job Descriptions and Specifications, or Competency
Models KSAs
– Analyses of operating problems (such as quality control
issues, or customer complaints)
• Person Analysis
– Performance Appraisal, Interviews, Questionnaires, Work
sampling / Observation

8. Defining Training Objectives
• Descriptions of what the employee should be
capable of doing, after undergoing the
training
– E.g., Will be able to produce ‘x’ number of units
per hour, with zero defects

9. Design of Training Programmes
• Identification of trainees
– Voluntary
– Nominations
• Identification of trainers
– Supervisors, Co-workers, External experts / trainers, Faculty from
educational institutions
• Choice of venue
– At the job
– On-site but off-the-job
– Off-site
• Choice of methods / techniques of training

10. Training Methods
(Implementation of Training)
• Information Presentation Techniques
– Lectures
– Conferences
– Videos
– Interactive multimedia (CDs and DVDs)
– Distance Learning (Correspondence Courses / On-line)
• Simulation methods
– Case study method
– Role Playing
– Behavior Modeling
– Interactive Simulations
– In-basket exercises
– Business games

11. Training Methods (contd.)
• On-the-job training (OJT) methods
– Methods
• Orientation Training
• Apprenticeships and Understudy Assignments
• On-the-job training (learning through actual job performance)
• Vestibule training / Near-the-job training
• Job Rotation
• Committee assignments
• On-the-job coaching
– Steps for OJT
• Prepare the learner
• Present the operation
• Do a tryout
• Follow Up

12. Assessment of Training
• Done in order to check
– Training validity (did trainees learn during training?)
– Transfer validity (Has what was learnt during training
been transferred on to the job? Has it enhanced job
performance?)
– Intra-organizational validity (Is performance of the
trainees who have undergone this training consistent
with the performance of trainees who have undergone
previous methods of training?)
– Inter-organizational validity (Can the training
programme be used successfully in another
organization?)

13. Assessment of Training (contd.)
• Can be done at the following levels:
– Reaction
– Learning
– Behaviour
– Results

14. Factors which enhance Training
Effectiveness:
• Employee motivation
• Recognition of individual differences
• Opportunities to practise
• Reinforcement
• Feedback
• Goals
• Suitable schedules of learning
• Meaningfulness of the material
• Ease of transfer of learning back to the job
• Top Management commitment to training

15. Training Metrics
• Training Investment Factor
– Training Cost per Employee
– Total Training Cost / Headcount
• Training Outcomes
– Using experimental designs
• Before-and-After measurements of performance
• After-only measurements of performance of trained
and untrained groups

16. The Strategic Training and Development Process
Mission, Values, Goals
Business Strategy
Diversify learning portfolio; improve
Strategic Training &
customer service; accelerate pace of
Development Initiatives
learning
E-learning; devpt
Training & plans
Development Activities
Learning, performance
Metrics that show
Improvement, reduced
Value of training
Customer complaints

17. Strategic Training & Development Initiatives & their implications
Initiatives: learning related Implications
actions to achieve biz
strategy
Diversify the learning portfolio *Using new technology for training
*Facilitate informal training
*Provide personalised learning
Expand who is trained *Train customers, suppliers
*More training to non-mgmt
Accelerate pace of employee *Quickly identify needs and provide
learning learning solution
*Facilitate access of learning
resources
Improve customer service *Ensuring product & service
knowledge
*Have skills to interact with
customers