The document discusses training and development, including the definitions of learning, training, knowledge, skills, and attitudes. It describes the differences between training and development, and outlines the training process model. The training process model includes input, a process, and output. It also involves needs analysis, design, development, implementation, and evaluation phases. The needs analysis phase assesses needs at the organizational, task/operational, and individual levels to identify performance discrepancies and determine if training is the appropriate solution.

1. TRAINING AND DEVELOPMENT MODULE 2

2. LEARNING Learning is defined as a relatively permanent change in cognition (ie understanding and thinking) that results from experience and directly influence one’s behaviour The effects of which persist and recur over a period of time Is strengthened by repetition and practice.

3. Training Training is a process of learning and unlearning- to acquire or enhance skills and knowledge and put it into practice to enable the trainee to do the job efficiently Is about behaving differently It is a process of attitudinal change that integrates with life ,work and self development

4. Training Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

5. Training Vs Development Training is about acquiring skills through organized learning Process of imparting specific skills Short term by nature Narrow focus It is for acquiring or sharpening the KSA’s Development provides general knowledge & attitud helpful to employees in higher positions Depends on personal drive & ambition Long term by nature Broader focus It takes the route of discovery or exploration of the potential

6. Knowledge Knowledge is an organised collection of facts,principles,procedures & information acquired over time Declarative Knowledge : The information we acquire and place in our memory Procedural knowledge : How information is organised for use into what we already know Strategic Knowledge : Our understanding of how, when and why information is used and and is useful

7. Skills It refers to the general capacities to perform a set of tasks developed as a result of training and experience There are two levels of skill acquisition Compilation (Lower level) Automaticity (Higher level )

8. Attitudes It refers to the employee beliefs and opinion that supports or inhibit behaviour Attitude affects one’s motivation level

9. Competency This is a set of knowledge, skills and attitudes that enable a person to be successsful at a number of similar tasks The ability to use the integrate and use the KSAs to perform a task successfully.

10. Why one needs training ? Pre-service training An individual may posses skills not relevant to the intended job and with training he acquire the necessary skills For improving the level of performance For dealing with complex organizational problems For tackling human problems For creating favourable attitudes and motivation to the employees Assignment of new responsibilities/role dimensions Introduction of new strategies and working methods in the organization

11. Why one needs training ? Advancement in technology Organizational policy Enhancing organizational effectiveness Fit into the company culture

12. Classification of training programmes Based on content Technical Skills Based on behavioral or soft skills training Communication skills motivation Based on the work life stage of the employee Refresher training Role transformation Virtual training

13. The process begins with some type of triggering event Recognition of operational performance deficiency(OPD) When actual operational performance(AOP) is less than expected operational performance(EOP) then OPD exists When the OPD exists and if the firm believes that training is a solution to that, one goes for that……….. Training process

14. TRAINING PROCESS MODEL It is an open systems model Systems external environment It has a dynamic relationship with the environment Open system Input Process Output

15. Design phase Development phase Implementation phase Evaluation phase Needs analysis phase Triggering event

16. Need 0 Current State Desired State MEANS END END The gap or discrepancy between a present state (what is) and a desired end state (What should be)

17. Identify the deficiency in the system Eg: profitability shortfall Lower level of customer satisfaction Once the deficiency is identified then cause must be determined If deficiency is due to inadequate KSA’s then training becomes the solution Needs analysis phase

18. There are three levels of assessment Organisational analysis Task/operational analysis Individual/person analysis NEEDS ASSESSMENT

19. ANALYSIS PHASE Organisational Analysis Operational Analysis Expected Performance (EP) Individual Analysis Actual Performance (AP) Identify performance discrepancy (PD =EP-AP) Non Training Needs Training Needs

20. Sources of information for organisational analysis

21. Determines exactly what is required of employees in order for them to be effective It provides data about a job or group of jobs and KSA’s to achieve optimum performance Task /operational analysis

22. Task /operational analysis : sources

23. Determines how well the employee does the job and determines which employee needs training and what kind Individual analysis

24. Individual analysis : sources

25. KSA Deficiency Choose appropriate remedy Job Aid Training Practice Change the job Transfer or terminate Reward / Punishment Incongruence Change contingency Inadequate Feedback Provide proper feedback Obstacles in the system Remove obstacles Performance Discrepancy

26. Training needs along with the organizational and operational analysis is done Look into the constraints Develop training objectives Design phase

27. Formulate the instructional strategy to meet the training objective Order Timing Training program etc Development phase

28. Actual training happens at this stage At times a dry run is done Or a pilot training group,consists of a representative population Implementation phase

29. Output of the training become the input for the evaluation Evaluation is done for Process Outcome Evaluation phase

30. Reference Effective training ; systems strategies and practices, P Nick Blanchard,James W Thacker Every Trainers Handbook , Devendra Agochiya