All about training and development

1. “Training is the process of altering
employee behavior and attitudes in a way
that increase the probability of goal
attainment.”

2. Features of Training
Training objectives 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 the formal 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 Is Important
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 the mission 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
Top Mgmt – 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
Two approaches of T and D

9. TRADITIONAL AND MODERN APPROACH 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-
Training is 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
COGNITIVE METHODS
BEHAVIORAL METHODS

12. CONTD…
COGNITIVE METHODS
Cognitive methods are more of giving theoretical
training to the trainees.

13. Methods that come under Cognitive approach
 LECTURES
 DEMONSTRATIONS
 DISCUSSIONS
 COMPUTER BASED TRAINING (CBT)

14. LECTURES
This method is used 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 is a 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 method uses 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 training to employees through Intranet
or Internet.
CBT does not require face-to-face interaction with a
human trainer.

18. BENEFITS OF CBT

19. BEHAVIORAL METHODS
Behavioral methods are 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 come under Behavioural approach

21. GAMES AND SIMULTATIONS
Game is 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 are based 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 play is 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 general description 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
In this 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 can be used in giving training to:
Taxi Drivers
Telephone Operators
Maintenance Workers
Product Development Engineers
Airline Pilots

27. CASE STUDY
The trainee is given with some written material, and the
some complex situations of a real or imaginary
organization.

28. DEVELOPMENT
The more future oriented 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 of development
ON THE JOB TRAINING
OFF THE JOB TRAINING

30. ON JOB TRAINING
The development 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 one of 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 an ongoing 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 approach allows 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)
Job Instruction Technique (JIT) uses a strategy with focus
on knowledge (factual and procedural), skills and attitudes
development.

35. OFF THE JOB TRAINING –
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 training is 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 Analysis provides 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 – A Method 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 Special Purposes
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 Special Purposes
Diversity training
Better cross-cultural sensitivity
Results examples:
Improving technical skills
Socialization

41. Distance and internet based training
Distance training
Teletraining
Videoconferencing

42. Internet based Training
The virtual 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
Needs AssessmentNeeds Assessment

44. Objectives
1. Discuss the role 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. Create conditions 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 practices involve 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 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 - 47

48. 3 - 48
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
•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:
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 - 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 of Upper- 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 Disadvantages of 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 Disadvantages of 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
Do We 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 is an attempt to improve managerial
performance by imparting knowledge,changing
attitude or increasing knowledge

56. Management Development -Process
Assess the company strategic needs
Appraise managers current performance
Develop the managers

57. Managerial On-the –Job Training
Job Rotation
Coaching
Action Learning

58. Off –the-job Management Training
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 Performance Appraisal
Provide a basis-
Promotion
Transfer
Termination:
Career planning

62. Objectives of Performance Appraisal
Remove discontent: Identifying and removing
factors responsible for workers’ discontent
would motivate them for better work
performance

63. Objectives of Performance Appraisal
Develop inter-personal relationships relations
between superior – subordinate.

64. Establishing job standards
Designing an appraisal programme
Appraise performance
Performance interview
Use appraisal data
For appropriate purpose

65. Setting
performance
standardsTaking corrective
standards
Discussing
results
Comparing
standards
Measuring
standards
Communicating
standards

66. Benefits of Performance Appraisal
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
Increased motivation, 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 Performance Appraisal
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
Opportunity to 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 Performance Appraisal
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