This document discusses training and development. It defines training as seeking to improve an individual's ability to perform their job by changing their skills, attitudes, and knowledge. Development focuses more on long-term personal growth and career advancement. The training process involves analyzing needs, setting objectives, designing training methods, implementing training, and evaluating results. Determining training needs requires analyzing the organization, tasks, and individuals to identify performance gaps that training could address.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
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Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
I hope You have liked the PPT of Difference between Training and Development. For knowing the Methods in Details, COPY THIS LINK-
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AND PASTE THIS LINK ON GOOGLE . To get the Complete Notes for HRM, COPY THIS LINK AND PASTE IT ON GOOGLE-
http://eepurl.com/gfUoS5
The talent management process is how you organize the management of your human resources. It is how you choose employees, how you hire them, and how (or if) you train them, motivate them, fire them, and so on.
Steps
1.Specify What Skills You Need.
2.Attract the Right People.
3.Onboard and Organize Work.
4.Strategize to Retain Your Best Talent.
5.Plan for Successions.
Principles
Alignment with strategy.
Internal consistency.
Cultural embeddedness.
Management involvement.
Balance of global and local needs.
Employer branding through differentiation
Designing and Conducting Training Program
Trainer’s Role: Role of Trainers, Qualities of a good Trainers, Internal Trainer Vs External Training, Training of Trainees
Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.
Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.
The talent management process is how you organize the management of your human resources. It is how you choose employees, how you hire them, and how (or if) you train them, motivate them, fire them, and so on.
Steps
1.Specify What Skills You Need.
2.Attract the Right People.
3.Onboard and Organize Work.
4.Strategize to Retain Your Best Talent.
5.Plan for Successions.
Principles
Alignment with strategy.
Internal consistency.
Cultural embeddedness.
Management involvement.
Balance of global and local needs.
Employer branding through differentiation
Designing and Conducting Training Program
Trainer’s Role: Role of Trainers, Qualities of a good Trainers, Internal Trainer Vs External Training, Training of Trainees
Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.
Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.
UNIT - II: TRAINING & DEVELOPMENT OF EMPLOYEES: Analyzing Training needs &
Designing the program – Implementing different training program – Implementing
Management Development Programs – Evaluating the Training Programs; PERFORMANCE
APPRAISAL: Concept of Performance, Performance Management, Performance Appraisal –
Methods of Performance Appraisal - Assessment Centre.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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4. TRAINING
A learning experience in that it seeks a
relatively permanent change in an
individual that will improve his/ her ability
to perform on the job. It involves changing
of
Skills
Attitude
Knowledge
5. TRAINING
“Training is the act of increasing the
knowledge and skills an employee for a
doing particular job”
“ Training is job oriented, it bridges the
gap between what the employee has what
the job demands ”
6. DEVELOPMENT
More future oriented and more concerned
with education than is training.
Management Development activities
attempt to instill sound reasoning processes
to enhance one’s ability to understand and
interpret knowledge.
It focuses on the personal growth & on
Analytical
Conceptual
Human
Skills
7. T & D
Increases job skills-specific
skills
Short term
perspective
Job centered
The role of a trainer
is very important
It shapes attitude –
overall growth
Long term
perspective
Career Centered
Internally motivated
for self development
8. EMPLOYEE TRAINING
WHY-To
improve the skills and knowledge of the
employees to perform the assigned task.
9. EMPLOYEE TRAINING
WHEN –
New Hires
Change of Job (Job Rotation, Promotion)
Change to Job (New Technologies)
Performance Deficiencies detected
10. TRAINING OBJECTIVES
Build a common understanding of
the organisation's purpose.
Show management's commitment and loyalty
to employees
Develop people so they can increase
their responsibilities and contribute to the
organisation in new ways.
11. WHAT IS DEVELOPMENT
Development is a process of preparing
employees for future position and improve
their personal skills to handle the critical
situations in an organisation.
12. EMPLOYEE DEVELOPMENT
WHY-To
assist employee to sharpen their personal
skills to handle the crucial situations in
organisation.
13. THE TRAINING PROCESS
1. Conduct Training Need Analysis
2. Develop Training Objectives
3. Design & Select Training Methods
4. Implement Training
5. Evaluate Training
6. Measure Training Results
14. THE TRAINING PROCESS
Step 1
Conduct &
Develop
Training Need
Analysis
Step 2
Design and
select Training
Methos
Step 3
Implement
Training
Methods
Step 4
Evaluate
Training
Step 5
Training
Results
15. This is a process to find the Gap between
the skills required to perform a job and
the skills the employee have. By this we
can clarify our objectives.
Training Need = Required skills-skills used
16. 10 - 16
Assessing Training and
Development Needs
Needs analysis
The assessment of the organization’s job-related needs
and the capabilities of the current workforce
The manager must carefully assess the company’s:
Strategy
Resources available for training
General philosophy regarding training and development
Decision must be made about training employees
for current jobs versus for future jobs
17. Refers to the process used to determine if
training is necessary.
Because needs assessment is the first step
in the instructional design process:
If it is poorly conducted, training will not
achieve the outcomes or financial benefits the
company expects.
3 - 17
18. 3 - 18
Reasons or “Pressure
Points
Outcomes
What is the Context?
•Legislation
•Lack of Basic Skills
•Poor Performance
•New Technology
•Customer Requests
•New Products
•Higher Performance
Standards
•New Jobs
•What Trainees Need to
Learn
•Who Receives
Training
•Type of Training
•Frequency of Training
•Buy Versus Build
Training Decision
•Training Versus Other
HR Options Such as
Selection or Job
Redesign
Who Needs the
Training?
In What Do
They Need
Training?
Organization
Analysis
Task
Analysis
Person
Analysis
19. Organizational Analysis – involves
determining:
the appropriateness of training, given the
business strategy
resources available for training
support by managers and peers for training
Task Analysis – involves:
identifying the important tasks and knowledge,
skill, and behaviors that need to be emphasized
in training for employees to complete their
tasks
3 - 19
20. Person Analysis – involves:
determining whether performance deficiencies result
from a lack of knowledge, skill, or ability (a training
issue) or from a motivational or work design problem
identifying who needs training
determining employees’ readiness for training
3 - 20
21. 3 - 21
Person Analysis
Person Characteristics
• Input
• Output
• Consequences
• Feedback
Do We Want To Devote Time
and Money For Training?
Task Analysis or Develop
a Competency Model
• Work Activity (Task)
• KSAs
• Working Conditions
Organizational Analysis
• Strategic Direction
• Support of Managers
& Peers for Training
• Training Resources
22. Gagne's Nine Events of Instruction
1. Gain attention
2. Inform learners of objectives
3. Stimulate recall of prior learning
4. Present the content
5. Provide "learning guidance“
6. Elicit performance (practice)
7. Provide feedback
8. Assess performance
9. Enhance retention and transfer to the job
23. How to handle requests for Training
Training Requirements Analysis
Training Requirements Analysis
Training Requirements Analysis
Traiiniing Requiirements
Analysis
Traiiniing Requiirements Anallysiis
25. Output
Standard to judge successful performers
Consequences
Positive consequences/incentives to perform
Few negative consequences to perform
Feedback
Frequent and specific feedback about how the
job is performed
3 - 25
26. If employees lack the knowledge and skill
to perform and the other factors are
satisfactory, training is needed.
If employees have the knowledge and skill
to perform but input, output,
consequences, or feedback are inadequate,
training may not be the best solution.
3 - 26
27. What Training Can Do
Training CAN accomplish many things.
1. It can help people learn the new skills that are
required to meet new expectations, both formal and
informal
2. Training can help people accept the challenge of their
evolving jobs.
3. Build a common understanding of the organization's
purpose.
4. Show management's commitment and loyalty
to employees
5. Develop people so they can increase
their responsibilities and contribute to the
organization in new ways.
28. What Training Cannot Do
Training cannot do many things. Training, on its own,
cannot change ineffective employees into effective
ones. It is unlikely to address ALL the causes of poor
performance. Limited training also will not turn a
poor supervisor or manager into an effective one,
unless it is coupled with ongoing coaching from above.
Training will not erase problems that occur because of
poor structuring of work, mismatching of work with
the person, unclear authorities and responsibilities or
other organizationally related issues.