This document discusses training and development methods for human resources. It defines training as providing non-managerial employees with technical skills to achieve organizational goals, while development involves providing managerial employees with conceptual skills. Some key on-the-job methods include job rotation, coaching, and committee assignments. Important off-the-job methods involve lectures, case studies, role playing simulations, and workshops. The objectives of training and development are to provide career growth, ensure availability of skilled human resources, and develop employees' knowledge, skills, and abilities to link with corporate goals.

1. TRAINING AND
DEVELOPMENT AND
IT’S METHODS
SUBJECT : HUMAN RESOURCE AND DEVELOPMENT

2. MEANING OF TRAINING AND
DEVELOPMENT
WHAT IS TRAINING?
◦ TRAINING : TRAINING IS A NON-MANAGEMENT PERSONNEL INCLUDE TECHNICAL
KNOWLEDGE AND SKILLS WHICH IS NECESSARY FOR ACHIEVING ORGANISATIONAL
GOALS.
◦ DEFINITION OF TRAINING: ACCORDING TO WAYNE CASCIO,
“TRAINING CONSISTS OF PLANNED PROGRAMS UNDERTAKEN TO IMPROVE EMPLOYEE
KNOWLEDGE, SKILLS, ATTITUDES, AND SOCIAL BEHAVIOUR SO THAT THE
PERFORMANCE OF THE ORGANISATION IMPROVES CONSIDERABLY.”

3. WHAT IS DEVELOPMENT?
◦ DEVELOPMENT- DEVELOPMENT IS A MANAGERIAL PERSONNEL ACQUIRE
CONCEPTUAL AND THEORETICAL KNOWLEDGE AND SKILLS FOR INCREASING
GENERAL ADMINISTRATIVE ABILITIES.

4. OBJECTIVES OF TRAINING AND
DEVELOPMENT
◦ TO GAIN KNOWLEDGE ON NEW METHOD.
◦ TO OBTAIN KNOWLEDGE ON COMPANY POLICY.
◦ PROVIDE EMPLOYEES WITH CAREER GROWTH OPPORTUNITIES.
◦ ENSURE AVAILABILITY OF HUMAN RESOURCES.
◦ ENSURE LINKAGE WITH CORPORATE GOALS AND BUSINESS STRATEGIES.
◦ DEVELOP KNOWLEDGE, SKILLS, AND ABILITIES.

5. METHODS OF TRAINING AND
DEVELOPMENT
ON THE JOB
◦ JOB ROTATION.
◦ COACHING.
◦ UNDERSTUDY.
◦ COMMITTEE ASSIGNMENTS.
◦ COUNCELLING.
◦ JUNIOR BOARD.
◦ SPECIFIC PROJECT.
◦ PLANNED PROGRESSION.
OFF THE JOB
◦ LECTURES OR CLASSROOMS
METHOD.
◦ TRIAL AND ERROR EXPERIENCE.
◦ SELECTIVE READING.
◦ VESTIBULE SCHOOLS.
◦ CASE STUDIES.
◦ CONFERENCES AND COMMITTIES.
◦ SYMPOSIUM
◦ BRAINSTORMING etc.

6. WHAT IS ON-THE-JOB?
◦ EMPLOYEE GET TRAINED AT THEIR WORK PLACE WHILE HE OR SHE IS DOING THE
ACTUAL JOB. IN THIS, PROFESSIONAL TRAINER OR SOMETIMES AN EXPERIENCED
EMPLOYEE SERVE AS THE COURSE INSTRUCTOR USING HANDS-ON TRAINING OFTEN
SUPPORTED BY FORMAL CLASSROOM TRAINING.

7. JOB ROTATION
◦ THIS TYPE OF TRAINING INVOLVES THE MOMENT OF THE TRAINEE FROM ONE JOB TO
ANOTHER.TRAINEE RECEIVE THE JOB KNOWLEDGE AND GAIN EXPERIENCE FROM HIS
SUPERVISOR OR TRAINER IN EACH OF THE JOB ASSIGNMENTS.

8. COACHING
◦ THE TRAINEE IS PLACED UNDER A PARTICULAR SUPERVISOR TO FUNCTION AS A
COACH IN TRAINING THE INDIVIDUAL. THE SUPERVISOR PROVIDE FEEDBACK TO THE
TRAINEE AND OFFER HIM SUGGESTION ON HIS PERFORMANCE.

9. UNDERSTUDY
◦ THE TRAINEE IS PREPARED TO PERFORM THE WORK ON THE POSITION OF HIS
SUPERIOR. THE DEPARTMENTAL MANAGER PICKS-UP ONE PERSON FROM THE
DEPARTMENT TO BECOME HIS UNDERSTUDY.

10. COMMITTEE ASSIGNMENT
◦ A COMMITTEE IS FORMED AND IS ASSIGNED A SUBJECT RELATED TO THE BUSINESS
TO DISCUSS AND TO MAKE RECOMMENDATION. THROUGH DISCUSSION IN
COMMITTEE MEETING THE EXECUTIVE GET FAMILIAR WITH POINT OF VIEWS AND
ALTERNATIVE METHOD OF PROBLEM SOLVING.

11. COUNSELLING
◦ COUNSELLING IS DEFINED AS DISCUSSION OF AN EMOTIONAL PROBLEM WITH AN
EMPLOYEE, WITH THE GENERAL OBJECTIVE OF DECREASING IT. IT DEALS WITH
EMOTIONAL PROBLEM. IT IS KIND OF ACT IN COMMUNICATION.

12. JUNIOR BOARDS
◦ IN THIS METHOD A GROUP OF JUNIOR LEVEL MANAGERS ARE IDENTIFIED AND THEY
WORK TOGETHER IN A GROUP CALLED JUNIOR BOARD.THEY FUNCTION JUST LIKE
BOARD OF DIRECTORS.THEY IDENTIFY CERTAIN PROBLEM, THEY HAVE TO STUDY
THE PROBLEM AND PROVIDE SUGGESTIONS.

13. SPECIFIC PROJECT
◦ THE TRAINEE MAY ASK TO WORK ON SPECIAL PROJECTS ROTATED WITH
DEPARTMENTAL OBJECTIVES. BY THIS, THE TRAINEE WILL ACQUIRE THE KNOWLEDGE
OF THE ASSIGNED WORK AND ALSO LEARN HOW TO WORK WITH OTHERS.

14. PLANNED PROGRESSION
◦ IN THIS METHOD JUNIOR ARE ASSIGNED A CERTAIN JOB OF THEIR SENIOR IN
ADDITION TO THEIR OWN JOB. THE METHOD ALLOWS THE EMPLOYEE TO SLOWLY
LEARN THE JOB OF HIS SENIOR SO THAT WHEN HE IS PROMOTED TO HIS SENIOR JOB
IT BECOMES VERY EASY FOR HIM TO ADJUST TO THE NEW SITUATION.

15. WHAT IS OFF-THE-JOB?
◦ UNDER THIS METHOD OF TRANING THE TRAINEE IS SEPARATED FROM THE JOB
SITUATION AND HIS/HER ATTENTION IS FOCUSED UPON LEARNING THE MATERIAL
RELATED TO HIS/HER FUTURE JOB PERFORMANCE. SINCE THE TRAINEE IS NOT
DISTRACTED BY JOB REQUIREMENT. HE/SHE CAN PLACE HIS/HER ENTIRE
CONCENTRATION IN LEARNING THE JOB RATHER THAN SPENDING HIS/HER TIME IN
PERFORMING IT. THERE IS AN OPPORTUNITY OF FREEDOM OF EXPRESSION FOR THE
TRAINEE.
◦ FOLLOWING ARE THE VARIOUS TECHNIQUES OF OFF-THE-JOB:

16. LECTURES
◦ THESE ARE THE MOST TRADITIONAL AND EVEN FAMOUS TODAY, METHOD OF
DEVELOPING PERSONNEL. SPECIAL COURSES AND LECTURES ARE EITHER
DESIGNED BY THE COMPANY ITSELF OR BY THE MANAGEMENT/PROFESSIONAL
SCHOOLS. COMPANIES THEN SPONSOR THEIR TRAINEES TO ATTEND THESE
COURSES OR LECTURES. THESE ARE QUICK AND MOST SIMPLE WAYS TO PROVIDE
KNOWLEDGE TO A LARGE GROUP OF TRAINEES.

17. TRIAL AND ERROR EXPERIENCE
◦ TRIAL AND ERROR ALLOWS US TO LEARN NEW THINGS AND TEACHES US WHAT WE
NEED TO CHANGE IN ORDER TO IMPROVE. IF WE FIND SOMETHING THAT WORKS AND
STICK TO IT WITH NO CHANGES, WE MAY NEVER KNOW IF THERE IS SOMETHING ELSE
WE COULD BE DOING THAT WORD MAKE THAT CERTAIN SOMETHING IMPROVE
OVERTIME.

18. SELECTIVE READING
◦ THIS IS SELF-IMPROVEMENT TRAINING TECHNIQUE. THE PERSONS ACQUIRE
KNOWLEDGE AND AWARENESS BY READING VARIOUS TRADE JOURNALS AND
MAGAZINES. MOST OF THE COMPANIES HAVE THEIR OWN LIBRARIES. THE
EMPLOYEES BECOME THE MEMBERS OF THE PROFESSIONAL ASSOCIATIONS TO
KEEP ABREAST OF LATEST DEVELOPMENTS IN THEIR RESPECTIVE FIELDS.

19. VESTIBULE SCHOOLS
◦ LARGE ORGANISATIONS FREQENTLY PROVIDE WHAT ARE DESCRIBED AS VESTIBULE
SCHOOLS A PRELIMINARY TO ACTUAL SHOP EXPERIENCE. AS FAR AS POSSIBLE,
SHOP CONDITIONS ARE DUPLICATED, BUT INSTRUCTION, NOT OUTPUT IS MAJOR
OBJECTIVE. “ A VESTIBULE SCHOOL IS OPERATED AS A SPECIALISED ENDEAVOR BY
THE PERSONNEL DEPARTMENT. THIS TRAINING IS REQUIRED WHEN THE AMOUNT OF
TRAINING HAS TO BE DONE EXCEEDS THE CAPACITY OF THE LINE SUPERVISOR; A
PORTION OF TRAINING IS EVOLVED FROM THE LINE AND ASSIGNED TO STAFF
THROUGH A VESTIBULE SCHOOL.” THE ADVANTAGE OF A VESTIBULE SCHOOL IS
SPECIALISATION.

20. CASE STUDIES
◦ THIS TECHNIQUE WAS DEVELOPED BY HARVARD BUSINESS SCHOOL, U.S.A. IT IS
USED AS A SUPPLEMENT TO LECTURE METHOD. A CASE IS A WRITTEN RECORD OF A
REAL BUSINESS SITUATION/PROBLEM FACED BY A COMPANY. THE CASE IS PROVIDED
TO THE TRAINEES FOR DISCUSSION AND ANALYISIS. IDENTIFICATION AND DIAGNOSE
OF THE PROBLEM IS THE AIM IN CASE STUDY METHOD. ALTERNATE COURSES OF
ACTION ARE SUGGESTED FROM PARTICIPANTS.

21. CONFERENCES & COMMITTEES
◦ CONFERENCES
IN THE CASE OF CONFERENCE, GROUP DISCUSSION AND MEETINGS ARE HELD TO
DISCUSS VARIOUS ISSUSES AND TO PROVIDE SOLUTIONS TO VARIOUS PROBLEMS.
THE CHAIRPERSON LEADS THE DISCUSSION AND THEN THE PARTICIPANTS ATTEMPT
TO PROVIDE SOLUTIONS. THE CONFERENCES ACTS AS A GROUP INTERACTION AND
EXCHANGE OF VIEWS AND IDEAS. IT RESHAPES THINKING AND ATITUDES OF THE
PARTICIPANTS.

22. ◦ COMMITTEES
A COMMITTEE CAN BE A METHOD OF TRAINING. THE JUNIOR MEMBERS OF THE
COMMITTEE CAN LEARN FROM THE DISCUSSIONS AND INTERACTION WITH THE
SENIOR MEMBERS ALSO CAN LEARN FROM THE OPINIONS AND VIEWS EXPRESSED
BY THE JUNIORS MEMBERS.

23. SYMPOSIUM
◦ SYMPOSIUM METHOD IS ONE OF THE DISCUSSION DOMINATED METHODS USED IN
MANAGEMENT TRAINING. THE ORGIN OF THIS METHOD GOES BACK TO A SITUATION
WHEN A GROUP WAS DISCUSSING OVER AN ISSUSE IN A FREE AND HALF DRUNKEN
MOOD, AND AT THE SAME TIME WAS GOING DEEP INTO THE ISSUE IN DISCUSSING IT
THREADBONE. THE METHOD IS SOMEWHAT SIMILAR TO THE SEMINAR METHOD BUT
WITH MARKED DIFFERENCES. THIS METHOD IS ONE WHERE DISCUSSION IS
PREDOMINANT AND THE ENTIRE PROCESS OF THE METHOD IS FULL OF DEEP
INVOLVEMENT IN DISCUSSIONS.

24. BRAIN STROMING
◦ THIS IS CREATIVITY TRAINING TECHNIQUE; IT HELPS PEOPLE TO SOLVE PROBLEM IN
A NEW AND DIFFERENT WAY. IN THIS TECHNIQUE, THE TRAINEES ARE GIVEN THE
OPPORTUNITY TO GENERATE IDEAS OPENLY AND WITHOUT ANY FEAR OF
JUDGEMENT. CRITICISM OF ANY IDEA IS NOT ALLOWED SO AS TO REDUCE INHIBITING
FORCES. ONCE A LOT OF IDEAS ARE GENERATED THEN THEY ARE EVALUATED FOR
THEIR COST AND FEASIBILITY.

25. FISH BOWL
◦ THE FISH BOWL ACTIVITY IS USED TO MANAGE GROUP DISCUSSION. THE GENERAL
IDEA IS THAT RATHER THAN A LARGE GROUP HAVING OPEN DISCUSSION ABOUT
SOMETHING, WHICH CAN BE DIFFICULT TO HANDLE AND OFTEN ONLY BENEFITS A
FEW ACTIVE PARTICIPANTS, A SMALLER GROUP (3-6) IS ISOLATED TO DISCUSS WHILE
THE REST OF THE PARTICIPANTS (MAXI OF 50) SIT AROUND THE OUTSIDE AND
OBSERVE WITHOUT INTERRUPTING. FACILITATION IS FOUSED ON THE CORE GROUP
DISCUSSION.

26. ROLE PLAYING SIMULATION
◦ A SIMULATED LEARNING SITUATION IS AN IMITATION OF REALITY. IT IS A TECHNIQUE
WHEREIN THE TRAINEE IS TRAINED IN AN ENVIRONMENT THAT CLOSELY REFLECTS
AND REPRESENTS ACTUAL WORK PLACE. IT TRIES TO DUPLICATE ACTUAL
CONDITIONS ENCOUNTERED ON A JOB. SIMULATION IS A VERY EXPENSIVE TRAINING
TECHNIQUE, BUT IT IS USEFUL OR EVEN NECESSARY, WHERE ACTUAL ON-THE JOB
PRACTICE COULD RESULT IN A SERIOUS INJURY, A COSTLY ERROR, OR THE
DESTRUCTION OF VALUABLE COMPANY MATERIALS OR RESOURCES.

27. T-GROUPS / SENSITIVITY
TRAINING
◦ IN THE TYPE OF TRAINING, A SMALL GROUP OF TRAINEES CONSISTING OF 10 TO 12
PERSONS IS FORMED WHICH MEETS IN AN UNSTRUCTURED SITUATION. THERE IS NO
SET AGENDA OR SCHEDULE OR PLAN. THE MAIN OBJECTIVES ARE MORE OPENNESS
WITH EACH OTHER INCREASED LISTENING SKILLS, TRUST, SUPPORT, TOLERANCE
AND CONCERN FOR OTHERS. THE TRAINERS SERVE A CATALYTIC ROLE. THE GROUP
MEETS IN ISOLATION WITHOUT ANY FORMAL AGENDA. THERE IS GREAT FOCUS ON
INTER-PERSONAL BEHAVIOUR. AND, THE TRAINER PROVIDES HONEST BUT
SUPPORTIVE FEEDBACK TO MEMBERS ON HOW THEY INTERACTED WITH ONE
ANOTHER.

28. IN-BASKET TRAINING
◦ IN THIS TECHNIQUE, THE TRAINEES ARE PROVIDED BACKGROUND INFORMATION ON
A SIMULATED FIRM AND ITS PRODUCTS AND KEY PERSONNEL. AFTER THIS, THE
TRAINEES ARE PROVIDED WITH IN-BASKET OF MEMOS, LETTERS, REPORTS,
REQUESTS AND OTHER DOCUMENTS RELATED WITH THE FIRM. THE TRAINEE MUST
MAKE SENSE OUT OF THIS MASS OF PAPERWORK AND PREPARE MEMOS, MAKE
NOTES AND DELEGATE TASKS WITHIN A LIMITED TIME PERIOD.

29. BUSINESS / MANAGEMENT GAMES
◦ BUSINESS GAMES ARE CLASSROOM SIMULATION EXERCISES IN WHICH TERMS OF
INDIVIDUALS COMPETE AGAINST EACH OTHER TO ACHIEVE GIVEN OBJECTIVES.
◦ FOR INSTANCE, TEAMS MAY BE ASKED TO MAKE DECISIONS CONCERNING PRICING,
PRODUCTION VOLUMES, RESEARCH EXPENDITURES, ADVERTISING AND SALES
PROMOTION PLAN, CHANNELS OF DISTRIBUTION ETC.
◦ TEAM ACTIONS AND DECISIONS ARE FED INTO A COMPUTER THAT HAS BEEN
PROGRAMMED ACCORDING TO A PARTICULAR MODEL OF THE MARKET. BUSINESS
GAME PARTICIPANTS LEARN BY ANALYZING PROBLEMS AND BY MAKING TRIAL-AND-
ERROR DECISIONS.

30. SEMINAR AND WORKSHOPS
◦ MANAGEMENT EMPLOYEES CAN BE TRAINED WITH THE HELP OF SEMINARS AND
WORKSHOPS. IN SEMINARS, TRAINEES PRESENT THEIR PAPERS ON WORK RELATED
DEVELOPMENTS. THE PAPER PRESENTATIONS ARE REVIEWED BY EXPERTS. THE
EXPERTS MAY GIVE THEIR INSIGHTS ON THE TOPIC PRESENTED BY THE TRAINEE. IN
WORKSHOPS THERE IS A GOOD INTERACTION BETWEEN THE TRAINER AND THE
TRAINEES. THE TRAINER MAY PRESENT HIS VIEWS ON CERTAIN DEVELOPMENTS AND
THEN INITIATE INTERACTIVE DISCUSSION. THE TRAINEES CAN GET INSIGHTS DUE TO
THE VIEWS EXPRESSED BY TRAINER AND OTHER TRAINEES.

31. CONCLUSION
◦ TO CONCLUDE, ABOVE WERE THE VARIOUS TECHNIQUE OF TRAINING AND
DEVELOPMENT.
◦ SOME OF THE TECHNIQUE ARE WIDELY USED BY VARIOUS ORGANISATION TO ENRICH
THEIR HUMAN RESOURCES.
◦ ABOVE TECHNIQUE ARE SIMPLE AND EASY TO UNDERSTAND AND TO IMPLEMENT IN
AN ORGANISATION.

32. MADE BY
◦ RUCHITA SANGARE (47)
◦ RUPAL UPADHYAY (44)
◦ VAIBHAVI BRAHMECHA (08)