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Similar to training and development
training and development
- 1. “Training is theprocess of altering employee behavior and attitudes in a way that increase the probability of goal attainment.”
- 2. Features of Training Trainingobjectives are tied to organization’s business objectives. Training is tailored to trainee needs and learning styles. Trainees are provided regular, ongoing feedback concerning their progress while in the training programme.
- 3. WHY T &D No one is a perfect fit at the time of hiring and some training & development must take place. Planned development programs will return values to the organization in terms of : increased productivity reduced costs Morale Flexibility to adapt to changing requirements Reduces wastage and spoilage Improves Quality
- 4. Orientation Orientation is theformal introduction of the new employees to the organization and to the job. Orientation answers “what” questions new employees have on the first day of the work. Orientation is a specific type of training which is given to the new employee
- 5. Why Orientation IsImportant Orientation explains basics – often provided in an employee handbook Rules and policies are often discussed Makes new employee feel at ease Describes the organization – the big picture Defines expected work behavior Socializes new employee in company’s ways
- 6. Training Process Determine themission of the org Job description Training needs assessment Decide most imp objective/priorities Evaluate the curriculum Evaluate the Result of Training
- 7. Responsible for Training TopMgmt – Frames the Training policy HR Dept – plans, establishes and evaluates Supervisors – implement and apply development procedure Employees takes the training
- 8. Traditional approach Modern approach Twoapproaches of T and D
- 9. TRADITIONAL AND MODERNAPPROACH OF TRAINING AND DEVLOPMENT Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth.
- 10. Modern approach- Trainingis now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.
- 11. Methods of Training COGNITIVEMETHODS BEHAVIORAL METHODS
- 12. CONTD… COGNITIVE METHODS Cognitive methodsare more of giving theoretical training to the trainees.
- 13. Methods that comeunder Cognitive approach LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)
- 14. LECTURES This method isused to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.
- 15. Demonstration This method isa visual display of how something works or how to do something. Example, trainer shows the trainees how to perform or how to do the tasks of the job.
- 16. Discussion method This methoduses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. Discussion method is a two-way flow of communication knowledge in the form of lecture is communicated to trainees Then understanding is conveyed back by trainees to trainer.
- 17. Cbt training Providing trainingto employees through Intranet or Internet. CBT does not require face-to-face interaction with a human trainer.
- 18.
- 19. BEHAVIORAL METHODS Behavioral methodsare more of giving practical training to the trainees The various methods in this allows the trainee to behavior in a real fashion These methods are best used for skill development.
- 20. Methods that comeunder Behavioural approach
- 21. GAMES AND SIMULTATIONS Gameis defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. Simulation is creating computer versions of real-life games. It is about imitating or making judgment on how events might occur in a real situation.
- 22. Business games These arebased on the set of rules, procedures, plans. In business games, trainees are given some information that describes a particular situation and are then asked to make decisions that will best suit in the favour of the company.
- 23. Role plays Role playis a simulation in which each participant is given a role to play. Information is given to Trainees related to: description of the role concerns objectives responsibilities emotions, etc.
- 24. Contd… Then, a generaldescription of the situation, and the problem that each one of them faces, is given.example, Situation could be strike in factory, Managing conflict between two parties Scheduling vacation days, etc.
- 25. In basket techniques Inthis technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role. The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period. After all the trainees complete in-basket, a discussion with the trainer takes place.
- 26. Equipment simulators canbe used in giving training to: Taxi Drivers Telephone Operators Maintenance Workers Product Development Engineers Airline Pilots
- 27. CASE STUDY The traineeis given with some written material, and the some complex situations of a real or imaginary organization.
- 28. DEVELOPMENT The more futureoriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to install sound reasoning processes.
- 29. Two parts ofdevelopment ON THE JOB TRAINING OFF THE JOB TRAINING
- 30. ON JOB TRAINING Thedevelopment of a manager’s abilities can take place on the job. The four techniques for on-the job development are: COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)
- 31. COACHING Coaching is oneof the training methods, which is considered as a corrective method for inadequate performance. Coaching is the best training plan It is one-to-one interaction It can be done on phone, meetings, through mails, chat etc.
- 32. Mentoring Mentoring is anongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.
- 33. Job Rotation This approachallows the manger to operate in diverse roles and understand the different issues that crop up. It is the process of preparing employees at a lower level to replace someone at the next higher level.
- 34. Job Instruction Technique(JIT) JobInstruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.
- 35. OFF THE JOBTRAINING – There are many management development techniques that an employee can take in off the job. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES
- 36. Sensitivity Training Sensitivity trainingis about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioural flexibility.
- 37. Transactional Analysis Transactional Analysisprovides trainees with a realistic and useful method for Analysing and understanding the behavior of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation-reaction relationship between two persons is a transaction.
- 38. Lecture – AMethod of Training Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture.
- 39. Training For SpecialPurposes Global business training samples include: Executive etiquette for global transactions Cross-cultural technology transfer International protocol and presentation Business basics for the foreign executive Language training
- 40. Training For SpecialPurposes Diversity training Better cross-cultural sensitivity Results examples: Improving technical skills Socialization
- 41. Distance and internetbased training Distance training Teletraining Videoconferencing
- 42. Internet based Training Thevirtual Classroom-uses special collaboration software to enable multiple remote learners,using their PCs or laptops to participate in live audio and visual discussions ,communicate via written text and learn via content such as Power point slides.
- 43. 3 - 43 NeedsAssessmentNeeds Assessment
- 44. Objectives 1. Discuss therole of organization analysis, person analysis, and task analysis in needs assessment. 2. Identify different methods used in needs assessment and identify the advantages and disadvantages of each. 3. Discuss the concerns of upper-level and mid-level managers and trainers in needs assessment. 4. Explain how person characteristics, input, output, consequences, and feedback influence performance and learning. 3 - 44
- 45. Objectives (continued) 5. Createconditions to ensure that employees are receptive to training. 6. Discuss the steps involved in conducting a task analysis. 7. Analyze the task analysis data to determine the tasks in which people need to be trained. 8. Explain competency models and the process used to develop them. 3 - 45
- 46. Introduction Effective training practicesinvolve the use of an instructional systems design process. The instructional systems design process begins by conducting a needs assessment. The example of Texas Instruments shows, before you choose a training methods, it is important to determine whether training is necessary. 3 - 46
- 47. Needs Assessment Refers tothe 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 - 47
- 48. 3 - 48 Reasonsor “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 •Training Versus Other HR Options Such as Selection or Job RedesignWho Needs the Training? In What Do They Need Training? Organization Analysis Task Analysis Person Analysis
- 49. Needs assessment involves: OrganizationalAnalysis – 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 - 49
- 50. Needs assessment involves:(continued) 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 - 50
- 51. Key Concerns ofUpper- and Midlevel Managers and Trainers in Needs Assessment Upper-Level Managers Midlevel Managers Trainers Organizational analysis Is training important to achieve our business objectives? How does training support our business strategy? Do I want to spend money on training? How much? Do I have the budget to buy training services? Will managers support training? Person analysis What functions or business units need training? Who should be trained? Managers? Professionals? Core employees? How will I identify which employees need training? Task analysis Does the company have the people with the knowledge, skills, and ability needed to compete in the marketplace? For what jobs can training make the biggest difference in product quality or customer service? What tasks should be trained? What knowledge, skills, ability, or other characteristics are necessary? 3 - 51
- 52. Advantages and Disadvantagesof Needs Assessment Techniques Technique Advantages Disadvantages Observation Generates data relevant to work environment. Minimizes interruption of work. Needs skilled observer. Employees’ behavior may be affected by being observed. Questionnaires Inexpensive Can collect data from a large number of persons. Data easily summarized. Requires time. Possible low return rates, inappropriate responses. Lacks detail. 3 - 52
- 53. Advantages and Disadvantagesof Needs Assessment Techniques (continued) Technique Advantages Disadvantages Read technical manuals and records Good source of information on procedure. Objective. Good source of task information for new jobs and jobs in the process of being created. You may not be able to understand technical language. Materials may be obsolete. Interview subject matter experts Good at uncovering details of training needs. Good at uncovering causes and solutions of problems. Time consuming. Difficult to analyze. Needs skilled interviewer. 3 - 53
- 54. 3 - 54 DoWe Want To Devote Time and Money For Training? Person Analysis Person Characteristics • Input • Output • Consequences • Feedback 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
- 55. MANAGEMENT DEVELOPMENT It isan attempt to improve managerial performance by imparting knowledge,changing attitude or increasing knowledge
- 56. Management Development -Process Assessthe company strategic needs Appraise managers current performance Develop the managers
- 57. Managerial On-the –JobTraining Job Rotation Coaching Action Learning
- 58. Off –the-job ManagementTraining The case study method Management games Outside seminar University related Programme. Role Playing Behaviour modeling Executive coaches-consultant to develop top mgt
- 60. Performance Appraisal Performance Appraisal(PA) refers to all those procedures that are used to evaluate the personality performance potential of its group members
- 61. Objectives of PerformanceAppraisal Provide a basis- Promotion Transfer Termination: Career planning
- 62. Objectives of PerformanceAppraisal Remove discontent: Identifying and removing factors responsible for workers’ discontent would motivate them for better work performance
- 63. Objectives of PerformanceAppraisal Develop inter-personal relationships relations between superior – subordinate.
- 64. Establishing job standards Designingan appraisal programme Appraise performance Performance interview Use appraisal data For appropriate purpose
- 65.
- 66. Benefits of PerformanceAppraisal For the appraisee- Better understanding of his role in the organization—what is expected and what needs to be done to meet those expectations Clear understanding of his strengths and weaknesses to develop himself into a better performer in future
- 67. For the appraisee Increasedmotivation, job satisfaction, and self- esteem Opportunity to discuss work problems and how they can be overcome Opportunity to discuss aspirations and any guidance, support or training needed to fulfil those aspirations Improved working relationships with supervisors
- 68. Benefits of PerformanceAppraisal For the Management Identification of performers and non- performers and their development towards better performance Opportunity to prepare employees for assuming higher responsibilities
- 69. For the Management Opportunityto improve communication between the employees and management Identification of training and development needs Generation of ideas for improvements Better identification of potential and formulation of career plans
- 70. Benefits of PerformanceAppraisal For the Organization Improved performance throughout the organization Creation of a culture of continuous improvement and success Conveying the message that people are valued
- 71. Performance Appraisal -Individual Evaluation Methods Confidential report Essay evaluation Critical incidents Checklists Graphic rating scale Behaviorally anchored rating scale Forced choice method MBO
- 72. Performance Appraisal -Multiple Person Evaluation Methods Ranking Paired comparison Forced distribution Other methods Performance tests Field review technique
Editor's Notes
- #6 Page 185 At a minimum, new employees usually receive either printed or Internet-based employee handbooks. These explain things like working hours, performance reviews, getting on the payroll, and vacations. Under certain conditions, the courts may find that your employee handbook’s contents represent legally binding Don’t underestimate orientation’s importance. Without basic information on things like rules and policies, new employees may make time-consuming or even dangerous errors. Their performance—and the firm’s—will suffer. Furthermore, orientation is not just about rules. It’s also about making the new person feel welcome and at home and part of the team, all potentially important if you want him or her to be productive. A successful orientation should accomplish four main things: The new employee should feel welcome and at ease; he or she should understand the organization in a broad sense (its past, present, culture, and vision of the future), as well as key facts such as policies and procedures; the employee should be clear about what is expected in terms or work and behavior; and the person should have begun the process of becoming socialized into the firm’s ways of acting and doing things.
- #40 Page 197 Many firms opt for prepackaged training programs. A sampling helps illustrate the wide range of programs available, as well as what global training programs actually involve. Executive Etiquette for Global Transactions: The program prepares managers for conducting business globally by training them in business etiquette in other cultures. Cross-Cultural Technology Transfer: This program shows how cultural values affect perceptions of technology and technical learnings. International Protocol and Presentation: This program shows the correct way to handle people with tact and diplomacy in countries around the world. Business Basics for the Foreign Executive: This program covers negotiating cross-culturally, working with U.S. clients, making presentations, writing for U.S. business, and using the phone in the United States. Language training: Language training delivered by certified instructors, usually determined by the learner’s needs rather than by the requirements of a predetermined curriculum or textbook.
- #41 Page 202 Diversity Training With an increasingly diverse workforce, more firms are implementing diversity training programs. As an HR officer for one firm put it, “We’re trying to create a better sensitivity among our supervisors about the issues and challenges women and minorities face in pursuing their careers.”96 Diversity training aims to create better cross-cultural sensitivity, with the aim of fostering more harmonious working relationships among a firm’s employees. Results include:improving interpersonal skills; understanding and valuing cultural differences; improving technical skills; socializing employees into the corporate culture; reducing stress; indoctrinating new workers into the U.S. work ethic; mentoring; improving English proficiency; improving basic math skills; and improving bilingual skills for English-speaking employees.