Training and Development - A Backward Planning Approach
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The document discusses training and development approaches used by PerformTech, a global training provider. It outlines PerformTech's analysis, design, development, implementation, and evaluation processes. Key aspects include using backward planning in analysis, task analysis, SMART goals for program design, various training techniques, and Kirkpatrick's model for evaluation.
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Training techniques and super visionary methods for workers1
1) The document discusses various training techniques used to increase employees' knowledge and skills, including on-the-job training methods like job instruction training, coaching, and position rotation as well as off-the-job training like vestibule training and classroom training.
2) It also covers electronic training techniques that utilize technology like audiovisual aids, computer-based training, electronic performance support systems, and distance/internet-based training.
3) The goal of training employees is to systematically prepare workers for their jobs and keep their skills updated with the latest technologies.
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Training and development involves traditional and modern approaches. Traditionally, organizations did not believe in training, but now see its importance. Training methods include cognitive and behavioral approaches. Cognitive methods impart knowledge through lectures, demonstrations, discussions, and computer-based training. Behavioral methods develop skills through games/simulations, role plays, case studies, and on-the-job training like coaching, mentoring, and job rotation. Off-the-job training includes sensitivity training, transactional analysis, and lectures to develop managers. The goal is to reduce randomness and ensure structured, organized learning.
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This document describes various off-the-job training methods including vestibule training, lectures, audio-visuals, programmed instruction, computer-aided instruction, simulation, case study, role-playing, sensitivity training, discussion, demonstration, brainstorming, and field trips. It provides details on how each method works and its advantages and disadvantages.
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This document discusses various training methods, including on-the-job training and off-the-job training. On-the-job training focuses on learning while working and includes methods like coaching, working under study, job rotation, apprenticeship, and vestibule training. Off-the-job training imparts skills outside the workplace and involves discussion methods, field trips, lectures, and e-learning. Specific methods like coaching help identify weaknesses, job rotation provides experience in different jobs, and e-learning allows trainees to learn at their own pace.
TRAINING METHOD :)
This document discusses training methods and focuses on demonstrations. It defines demonstrations as a method where trainees observe an instructor portray a procedure or skill. Demonstrations are most effective for teaching skills when combined with discussion and opportunities for trainees to practice. They work best for small groups when the instructor can provide individual attention. While demonstrations provide a visual learning experience, they require significant preparation and flexibility from the instructor to ensure all trainees understand.
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Effective Corporate Trainer Skills PPT - Training and Development
Effective Corporate Trainer Skills PPT - Training and DevelopmentWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
There is a wide range of specific skills needed to undertake one-to-one coaching, team building, facilitating, counseling, besides being an interventionist and change agent, explained here is the Skills of an Effective Trainer, as a part of lesson “Effective Hr training and Development Strategy”, brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLPTraining techniques
This document discusses various training techniques that can be used to engage trainees and promote learning. It describes techniques such as lectures, demonstrations, small group activities, case studies, and role plays. It also covers principles of adult learning such as using a variety of senses, active participation, feedback, and repetition to enhance retention. The goal is to aim for a training approach that incorporates these varied techniques and learning principles.
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Training techniques and super visionary methods for workers1
1) The document discusses various training techniques used to increase employees' knowledge and skills, including on-the-job training methods like job instruction training, coaching, and position rotation as well as off-the-job training like vestibule training and classroom training.
2) It also covers electronic training techniques that utilize technology like audiovisual aids, computer-based training, electronic performance support systems, and distance/internet-based training.
3) The goal of training employees is to systematically prepare workers for their jobs and keep their skills updated with the latest technologies.
Methods of-training-and-development
Training and development involves traditional and modern approaches. Traditionally, organizations did not believe in training, but now see its importance. Training methods include cognitive and behavioral approaches. Cognitive methods impart knowledge through lectures, demonstrations, discussions, and computer-based training. Behavioral methods develop skills through games/simulations, role plays, case studies, and on-the-job training like coaching, mentoring, and job rotation. Off-the-job training includes sensitivity training, transactional analysis, and lectures to develop managers. The goal is to reduce randomness and ensure structured, organized learning.
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This document discusses various training methods, including on-the-job training and off-the-job training. On-the-job training focuses on learning while working and includes methods like coaching, working under study, job rotation, apprenticeship, and vestibule training. Off-the-job training imparts skills outside the workplace and involves discussion methods, field trips, lectures, and e-learning. Specific methods like coaching help identify weaknesses, job rotation provides experience in different jobs, and e-learning allows trainees to learn at their own pace.
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This document discusses training methods and focuses on demonstrations. It defines demonstrations as a method where trainees observe an instructor portray a procedure or skill. Demonstrations are most effective for teaching skills when combined with discussion and opportunities for trainees to practice. They work best for small groups when the instructor can provide individual attention. While demonstrations provide a visual learning experience, they require significant preparation and flexibility from the instructor to ensure all trainees understand.
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This presentation may serve the needs of working managers as well as students of HRM & HRD to some extent.
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There is a wide range of specific skills needed to undertake one-to-one coaching, team building, facilitating, counseling, besides being an interventionist and change agent, explained here is the Skills of an Effective Trainer, as a part of lesson “Effective Hr training and Development Strategy”, brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLPTraining techniques
This document discusses various training techniques that can be used to engage trainees and promote learning. It describes techniques such as lectures, demonstrations, small group activities, case studies, and role plays. It also covers principles of adult learning such as using a variety of senses, active participation, feedback, and repetition to enhance retention. The goal is to aim for a training approach that incorporates these varied techniques and learning principles.
Methods of training
On the Job Training methods include coaching, mentoring, job rotation, job instructional technique (JIT), apprenticeship, and understudying. These methods have trainees learn by observing managers and peers perform jobs, with the goal of imitating their behaviors without disrupting regular work. Trainees learn on actual machines and follow approved standards while earning. Coaching and mentoring are one-on-one and help transfer theory to practice, but can perpetuate existing practices. Job rotation exposes employees to related jobs to prevent boredom and develop relationships. JIT provides step-by-step instruction to ensure learning. Apprenticeship and understudying involve long-term training under experts through experience and observation.
ISTD May 2020 training methods experiential
Edited version on TRAINING METHODS-EXPERIENTIAL ISTD CLASS MODULE -acknowledging the work of many in posts and shares whose thoughts influenced to develop this module -Takes the learner through the fundamentals of Training & Development-learning styles, The types of personality& its influence on learning,MI and Intelligence factors in training.
Train the trainer
Being a learning organization, we are addressing the training and development needs of our employees on regular basis. Majority of trainings are being conducted in house by our own employees.
For all of in house trainers, it is imperative to understand that training is more than just presentations. So to make in house trainers more effective, the need for Train the trainer was felt.
So i have prepared this module keeping above points in mind for our in house trainers.
Off the job training
This document discusses various off-the-job training methods including vestibule training, lectures, audio-visuals, simulation, case study, role play, and sensitivity training. Vestibule training uses simulated equipment to allow trainees to learn without production pressure. Lectures verbally present information from experts. Audio-visuals provide realistic job examples through technology. Simulation recreates actual job conditions to practice decision making. Case studies describe real situations for analysis and problem solving. Role play enacts scenarios to create realistic experiences. Sensitivity training reveals personal qualities and issues through small group interactions.
Traditional training methods
This document summarizes different traditional training methods used in human resources training and individual development. It describes presentation methods like lectures and audio-visual techniques that transmit information to trainees. It also outlines hands-on methods that actively involve trainees, like on-the-job training, simulations, case studies, and role plays. Finally, it discusses group building methods aimed at improving team effectiveness, such as adventure learning, team training, and action learning.
Chapter09 091202140019-phpapp02
Training is a planned programme designed to improve employee performance and bring about measurable changes in knowledge, skills, attitude, and social behavior. It is essential for job success and can lead to higher production, fewer mistakes, greater job satisfaction, and lower turnover. Training helps new recruits perform tasks effectively, prepares existing employees for higher level jobs, and enables employees to keep up with latest developments and changes. A systematic approach to training involves assessing training needs, implementing training programs, and evaluating their effectiveness. Common on-the-job training methods include job instruction training, coaching, mentoring, and job rotation.
Off the job training
This document discusses off-the-job training methods. It describes off-the-job training as training that occurs away from employees' normal jobs. Some common methods are discussed, including case studies, role playing, lectures, vestibule training, brainstorming, and group discussions. Advantages are that a wider range of skills can be obtained and employees are more confident and polished. Disadvantages include increased costs and lost working time when employees are away from their jobs for training.
traditional training methods
This document discusses traditional training methods that require an instructor and face-to-face interaction. It describes various presentation methods like lectures and audiovisual techniques where trainees are passive recipients of information. It also covers hands-on methods like on-the-job training, simulations, case studies, and role playing where trainees are actively involved. Finally, it discusses alternative methods like self-directed learning, apprenticeships, team training, action learning, and Six Sigma training.
Training Methods
The document discusses different training methods used to impart skills and information to employees. It describes on-the-job training which focuses on learning while working, coaching which provides one-on-one feedback and correction, and job rotation to gain experience in multiple jobs. Other methods covered include vestibule training which simulates real work conditions, apprenticeship which combines theoretical and practical learning, lectures, discussion which encourages constructive thinking, and field trips outside the normal work environment for observation and experience.
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Methods Of Training And Development
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
Training & development
Training provides employees with new skills and increases knowledge to enhance job performance. It can be delivered through on-the-job methods like coaching, mentoring, and job rotation, or off-the-job methods such as lectures, case studies, and role playing. The goal of training is to bridge the gap between existing and required skills while benefiting employees through increased confidence, earnings, and opportunities for promotion. Organizations must identify training needs, design effective programs, conduct training, and evaluate results to maximize the impact on employee and business performance.
Off the job training methods
Off the job training involves removing employees from their normal work environment to learn new skills through various techniques. Role playing allows participants to simulate real work situations and practice management skills. Sensitivity training helps individuals become more aware of their own behaviors and how they impact others. Case studies present actual business situations for trainees to analyze and make decisions on. While off the job training has advantages like more learning time and assessment opportunities, it also has disadvantages such as high costs and not directly linking to job skills.
Planning the training session
The document provides guidance on planning a training session by outlining the key elements that should be included. It discusses assessing needs, setting learning objectives and outcomes, selecting learning experiences and materials, implementing engaging training, providing feedback, and evaluating the training. Elements like objectives, structure, activities, resources, and assessment should be included in a training plan. Formative and summative evaluation allows training to be improved and effectiveness to be measured.
Designing Training Program.pptx27
Designing training program is a crucial part of any training organization. The main objective of training is to enhance the performance of the employee. Knowledge,skill and attitude are very much related with performance. Through identifying the needs of the clientele training design can be formulated.
CTT - CREATIVE TRAINING TECHNIQUE
The document discusses techniques for effective training and presentations. It provides principles for adult learning, including that adults learn best when having fun. It emphasizes involving participants and applying learning to behavior change. The document also outlines many dynamic techniques to maintain interest, such as debates, role playing, and games. It provides tips for motivating learners and giving effective openings and closings, including using primacy and recency effects. Visual aids, chunking content, and review are recommended for improved retention. Common mistakes that trainers should avoid are also listed.
Selection & Training of Trainers
Selection & Training of TrainersWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The importance of Selection and Training of Trainers is explained in this presentation. It helps to identify the components required for successful trainers, as a part of Effective HR. The procedure involved in the selection and the factors that enhance the credibility of trainers are discussed and presented here.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLPMethods of Training
The document discusses different types of employee training. It defines training as equipping employees with required knowledge and skills. There are advantages to both employees and employers, such as reduced learning time, better performance, and career development. The two main types of training are on-the-job training, where employees learn from peers, and off-the-job training, where learning takes place away from the work environment. Specific on-the-job methods include coaching, apprenticeships, job rotation, and internships. Off-the-job methods include conferences, vestibule schools, films, case studies, and computer modeling.
Training Module Development Basic
The document provides guidance on how to design and deliver effective presentations. It discusses assessing the audience, clearly defining objectives, using proper appearance and body language, employing vocal techniques and space, incorporating visual aids, and avoiding common mistakes like lacking posture or answering questions inadequately. The overall aim is to help presenters understand key elements of successful presentations and bring out their best skills.
Training & development
The document discusses training and development in three paragraphs or less:
Training and development aims to increase knowledge, change attitudes and behaviors, and improve skills through methods like on-the-job training, lectures, simulations, and role-playing. It focuses on developing both hard technical skills as well as soft personal skills to improve performance. Regular needs analysis and an annual training plan can help determine the most effective training strategies.
Designing training programs
This document discusses designing training programs for various organizations. It outlines the ADDIE model for designing training which includes analyzing needs, designing the program, developing materials, implementing training, and evaluating effectiveness. Several companies are discussed including their training needs analysis, course design, implementation methods, and evaluation. ONGC, NPTI, Torrent Power, L&T, Infosys, and banking sector training are summarized as examples of industry training practices. The document emphasizes analyzing needs, setting objectives, using various teaching methods, and gathering feedback to improve training programs.
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This document describes a case study about a training manager, Mr. Sunit Verma, designing a training program for first-line managers at his company. A training needs analysis found that the managers lacked advanced selling skills, team management skills, and coaching skills. Mr. Verma identified topics and facilitators and planned a lecture-based program. However, the VP of HR, Mr. Prasad, noted that the managers had 10 years of experience on average so a purely lecture-based program may not motivate or help them internalize the training. Mr. Prasad suggested changes to the training design to engage experienced adult learners.
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Methods of training
On the Job Training methods include coaching, mentoring, job rotation, job instructional technique (JIT), apprenticeship, and understudying. These methods have trainees learn by observing managers and peers perform jobs, with the goal of imitating their behaviors without disrupting regular work. Trainees learn on actual machines and follow approved standards while earning. Coaching and mentoring are one-on-one and help transfer theory to practice, but can perpetuate existing practices. Job rotation exposes employees to related jobs to prevent boredom and develop relationships. JIT provides step-by-step instruction to ensure learning. Apprenticeship and understudying involve long-term training under experts through experience and observation.
ISTD May 2020 training methods experiential
Edited version on TRAINING METHODS-EXPERIENTIAL ISTD CLASS MODULE -acknowledging the work of many in posts and shares whose thoughts influenced to develop this module -Takes the learner through the fundamentals of Training & Development-learning styles, The types of personality& its influence on learning,MI and Intelligence factors in training.
Train the trainer
Being a learning organization, we are addressing the training and development needs of our employees on regular basis. Majority of trainings are being conducted in house by our own employees.
For all of in house trainers, it is imperative to understand that training is more than just presentations. So to make in house trainers more effective, the need for Train the trainer was felt.
So i have prepared this module keeping above points in mind for our in house trainers.
Off the job training
This document discusses various off-the-job training methods including vestibule training, lectures, audio-visuals, simulation, case study, role play, and sensitivity training. Vestibule training uses simulated equipment to allow trainees to learn without production pressure. Lectures verbally present information from experts. Audio-visuals provide realistic job examples through technology. Simulation recreates actual job conditions to practice decision making. Case studies describe real situations for analysis and problem solving. Role play enacts scenarios to create realistic experiences. Sensitivity training reveals personal qualities and issues through small group interactions.
Traditional training methods
This document summarizes different traditional training methods used in human resources training and individual development. It describes presentation methods like lectures and audio-visual techniques that transmit information to trainees. It also outlines hands-on methods that actively involve trainees, like on-the-job training, simulations, case studies, and role plays. Finally, it discusses group building methods aimed at improving team effectiveness, such as adventure learning, team training, and action learning.
Chapter09 091202140019-phpapp02
Training is a planned programme designed to improve employee performance and bring about measurable changes in knowledge, skills, attitude, and social behavior. It is essential for job success and can lead to higher production, fewer mistakes, greater job satisfaction, and lower turnover. Training helps new recruits perform tasks effectively, prepares existing employees for higher level jobs, and enables employees to keep up with latest developments and changes. A systematic approach to training involves assessing training needs, implementing training programs, and evaluating their effectiveness. Common on-the-job training methods include job instruction training, coaching, mentoring, and job rotation.
Off the job training
This document discusses off-the-job training methods. It describes off-the-job training as training that occurs away from employees' normal jobs. Some common methods are discussed, including case studies, role playing, lectures, vestibule training, brainstorming, and group discussions. Advantages are that a wider range of skills can be obtained and employees are more confident and polished. Disadvantages include increased costs and lost working time when employees are away from their jobs for training.
traditional training methods
This document discusses traditional training methods that require an instructor and face-to-face interaction. It describes various presentation methods like lectures and audiovisual techniques where trainees are passive recipients of information. It also covers hands-on methods like on-the-job training, simulations, case studies, and role playing where trainees are actively involved. Finally, it discusses alternative methods like self-directed learning, apprenticeships, team training, action learning, and Six Sigma training.
Training Methods
The document discusses different training methods used to impart skills and information to employees. It describes on-the-job training which focuses on learning while working, coaching which provides one-on-one feedback and correction, and job rotation to gain experience in multiple jobs. Other methods covered include vestibule training which simulates real work conditions, apprenticeship which combines theoretical and practical learning, lectures, discussion which encourages constructive thinking, and field trips outside the normal work environment for observation and experience.
Effective corporate training through learning cycle
Research in current learning theory highlights the importance of using the learning process to determine the architecture of courses – rather than the structure of the content driving the architecture. It also demonstrates that there are four main phases in the learning cycle. The four main phases are Review, Learning, Application and Adaptation
Methods Of Training And Development
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
Training & development
Training provides employees with new skills and increases knowledge to enhance job performance. It can be delivered through on-the-job methods like coaching, mentoring, and job rotation, or off-the-job methods such as lectures, case studies, and role playing. The goal of training is to bridge the gap between existing and required skills while benefiting employees through increased confidence, earnings, and opportunities for promotion. Organizations must identify training needs, design effective programs, conduct training, and evaluate results to maximize the impact on employee and business performance.
Off the job training methods
Off the job training involves removing employees from their normal work environment to learn new skills through various techniques. Role playing allows participants to simulate real work situations and practice management skills. Sensitivity training helps individuals become more aware of their own behaviors and how they impact others. Case studies present actual business situations for trainees to analyze and make decisions on. While off the job training has advantages like more learning time and assessment opportunities, it also has disadvantages such as high costs and not directly linking to job skills.
Planning the training session
The document provides guidance on planning a training session by outlining the key elements that should be included. It discusses assessing needs, setting learning objectives and outcomes, selecting learning experiences and materials, implementing engaging training, providing feedback, and evaluating the training. Elements like objectives, structure, activities, resources, and assessment should be included in a training plan. Formative and summative evaluation allows training to be improved and effectiveness to be measured.
Designing Training Program.pptx27
Designing training program is a crucial part of any training organization. The main objective of training is to enhance the performance of the employee. Knowledge,skill and attitude are very much related with performance. Through identifying the needs of the clientele training design can be formulated.
CTT - CREATIVE TRAINING TECHNIQUE
The document discusses techniques for effective training and presentations. It provides principles for adult learning, including that adults learn best when having fun. It emphasizes involving participants and applying learning to behavior change. The document also outlines many dynamic techniques to maintain interest, such as debates, role playing, and games. It provides tips for motivating learners and giving effective openings and closings, including using primacy and recency effects. Visual aids, chunking content, and review are recommended for improved retention. Common mistakes that trainers should avoid are also listed.
Selection & Training of Trainers
Selection & Training of TrainersWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The importance of Selection and Training of Trainers is explained in this presentation. It helps to identify the components required for successful trainers, as a part of Effective HR. The procedure involved in the selection and the factors that enhance the credibility of trainers are discussed and presented here.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLPMethods of Training
The document discusses different types of employee training. It defines training as equipping employees with required knowledge and skills. There are advantages to both employees and employers, such as reduced learning time, better performance, and career development. The two main types of training are on-the-job training, where employees learn from peers, and off-the-job training, where learning takes place away from the work environment. Specific on-the-job methods include coaching, apprenticeships, job rotation, and internships. Off-the-job methods include conferences, vestibule schools, films, case studies, and computer modeling.
Training Module Development Basic
The document provides guidance on how to design and deliver effective presentations. It discusses assessing the audience, clearly defining objectives, using proper appearance and body language, employing vocal techniques and space, incorporating visual aids, and avoiding common mistakes like lacking posture or answering questions inadequately. The overall aim is to help presenters understand key elements of successful presentations and bring out their best skills.
Training & development
The document discusses training and development in three paragraphs or less:
Training and development aims to increase knowledge, change attitudes and behaviors, and improve skills through methods like on-the-job training, lectures, simulations, and role-playing. It focuses on developing both hard technical skills as well as soft personal skills to improve performance. Regular needs analysis and an annual training plan can help determine the most effective training strategies.
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Effective corporate training through learning cycle
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Designing training programs
This document discusses designing training programs for various organizations. It outlines the ADDIE model for designing training which includes analyzing needs, designing the program, developing materials, implementing training, and evaluating effectiveness. Several companies are discussed including their training needs analysis, course design, implementation methods, and evaluation. ONGC, NPTI, Torrent Power, L&T, Infosys, and banking sector training are summarized as examples of industry training practices. The document emphasizes analyzing needs, setting objectives, using various teaching methods, and gathering feedback to improve training programs.
Designing a Training Program: A Training Manager's Dilemma
This document describes a case study about a training manager, Mr. Sunit Verma, designing a training program for first-line managers at his company. A training needs analysis found that the managers lacked advanced selling skills, team management skills, and coaching skills. Mr. Verma identified topics and facilitators and planned a lecture-based program. However, the VP of HR, Mr. Prasad, noted that the managers had 10 years of experience on average so a purely lecture-based program may not motivate or help them internalize the training. Mr. Prasad suggested changes to the training design to engage experienced adult learners.
Implementing Training Programs
Implementing Training ProgramsWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The above presentation on Effective HR is about Implementing Training Programs. The presentation deals with the meaning and significance of Implementation. It explains how to judge various training implementation approaches and understand the training implementation process. This presentation is prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLPActive learning
The document discusses active learning techniques that engage students in higher-order thinking. It defines active learning as involving students in activities like discussion, problem-solving, and group work that get them interacting with lecture material rather than passively listening. Active learning is based on the assumptions that learning is active and different people learn differently. Examples of active techniques provided include think-pair-share, debates, and analyzing case studies. The document recommends breaking up lectures with these activities to maintain attention and encourage deeper learning.
Identifying training needs
This document discusses identifying training needs through organizational, task, and manpower analyses. Organizational analysis examines objectives, resources, climate, and how training can increase effectiveness. Task analysis studies job skills and requirements. Manpower analysis evaluates employee capabilities and where training is needed. The purpose is to improve performance, productivity, quality, and safety through targeted training.
Learning & Development
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
Types of training
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
7 Steps To Planning Your Training Calandar
The document discusses 7 steps to planning a training calendar for the upcoming year. Step 1 involves taking a high-level assessment of the organization, industry, and market environment to understand priorities and challenges. This includes meeting with executives to learn strategic plans and researching industry trends. The assessment provides context to build a training program that supports organizational goals for the new year.
Venture capital
This document provides an overview of venture capital. It defines venture capital as long-term risk capital used to finance high-growth potential startups and small businesses. Key points include that venture capital investments are long-term, lack liquidity, and carry high risks but also high potential returns. The document discusses advantages like bringing capital and expertise to companies, as well as disadvantages such as loss of founder autonomy. Top cities attracting venture capital in India are listed as Mumbai, Bangalore, Delhi, Chennai, and Hyderabad. The information technology sector captures the largest share of venture capital funding in India.
Training And Development
Training and development is a continuous process aimed at improving employee skills and knowledge to help the organization achieve its goals. There are two main types: training focuses on immediate skills improvement for current job tasks, while development prepares employees for future roles by enhancing personal skills. The training process involves analyzing needs, setting objectives, designing and implementing training, then evaluating results. It ensures employees can perform tasks effectively and management is committed to developing people and expanding their contributions over time.
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Similar to Training and Development - A Backward Planning Approach
Training
Training involves improving employee skills and knowledge to enhance performance. It aims to close gaps between job needs and employee abilities. There are various types of training like skills training, refresher training, and cross-functional training. A systematic approach to training includes assessing needs, setting objectives, implementing training methods, and evaluating outcomes. Common methods are on-the-job like coaching and off-the-job like lectures. Evaluation determines if training met goals. Executive development improves managerial skills through experiences, courses, and projects.
Orientation & Training
The document discusses orientation and training programs in human resources development. It defines orientation as providing new employees with background information to reduce anxiety and reinforce a positive impression. Areas covered in orientation include job duties, benefits, and safety regulations. Training is defined as efforts to help employees acquire job skills. Common training methods mentioned include on-the-job training, lectures, role-playing, and computer-based learning. The document also discusses evaluating training programs to assess trainee responses, learning, behavior change, and benefits to the organization.
Training in organizations
1) A training program follows a chronological approach that includes assessing needs, designing training, implementing training, transferring training to the workplace, and evaluating the success of training.
2) Training allows the application of psychological concepts from areas like educational psychology, cognitive psychology, and social interaction to improve learning.
3) The success of a training program can be evaluated using Kirkpatrick's standards which measure reactions, learning, changed behavior, and results.
Training_and_Development_pptx.pptx
The document discusses training and development in organizations. It defines training and development and outlines its goals, including bettering employee performance. It discusses different types of training programs and strategies as well as the training process. It provides examples of different training methods, such as on-the-job training, lectures, and online learning. It also discusses how to evaluate the effectiveness of training efforts and manage organizational change programs.
Training Type HR.
1. Training aims to improve employee performance and bring about changes in their knowledge, skills, attitudes, and behaviors to do a particular job.
2. There are different types of training like skills training, technical skills training, cross-functional training, team training, and refresher training.
3. Training provides benefits like increased productivity, improved quality and health and safety, and helps achieve organizational objectives and prepare employees for higher level roles.
training and development
Training is the process of altering employee behavior and attitudes to increase the probability of organizational goals being attained. A needs assessment determines if training is necessary by analyzing the organization, individual roles, and tasks. It identifies performance gaps where training could help address issues through methods like surveys, interviews, and task analysis. The needs assessment process ensures training objectives align with business needs and employees are receptive to learning opportunities.
Train The Trainer
The document provides an overview of topics covered in a Train the Trainer program, including introduction and learning styles, needs analysis, program design, facilitation skills, and assessment methods. It discusses identifying learning needs, designing a training program, and tips for effective training. The contact information is also included for the training organization.
Chapter 1 Introduction to Training and Development.ppt
Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
Employee training
Employee training and development involves improving employees' skills, knowledge, and behaviors to enhance job performance. Training focuses on current job roles, while development prepares employees for future roles. Effective training and development programs identify performance gaps, develop plans to address them, and evaluate results. Multiple methods can be used, including on-the-job training, coaching, lectures, simulations, and rotations to different jobs.
Training and development unit 1
The document discusses the concepts of training, its aims, roles, need and importance. It describes that the aim of training is to develop the skills and knowledge of trainees to perform tasks efficiently. Training is a learning process that involves acquiring new skills and applying them in practice. It increases employee efficiency, morale and organizational viability. Rapid technological changes and need for career advancement make training necessary. The document also discusses different learning principles, types, methods, requisites and pitfalls of effective training.
Training and Development.ppt
Training is an important activity for human resource development departments to facilitate employees' ongoing learning of job-related skills. The goal of training is for employees to master competencies through instruction and practice in order to improve performance. Organizations benefit from training in many ways, such as maintaining qualified services, achieving high standards, and reducing mistakes. An effective training program follows a systematic approach, including assessing needs, specifying objectives, designing the program, selecting instructional methods, implementation, and evaluation.
training and development mod 4
This document discusses instructional strategy and its components in developing effective training programs. It defines instructional strategy as the process for delivering instruction, which may include methods like lectures, discussions, and demonstrations. It then describes key elements of developing an instructional strategy such as identifying objectives, methods, materials, trainers, and facilities. It emphasizes that a written program development plan is needed to coordinate all these elements and ensure the training meets its objectives. The document provides guidance on developing specific components like trainee manuals, trainer manuals, and securing appropriate training facilities. It stresses the importance of planning every aspect of a training program to make it successful.
Training & Development(1).pptx
Training and development are processes that help employees and managers improve their performance and increase an organization's success.
Training involves teaching employees specific skills to perform their jobs, while development helps broaden managers' capabilities and prepares them for more responsibilities. Both on-the-job and off-the-job methods are used, including lectures, discussions, simulations, and coaching.
A proper training process involves analyzing needs, designing instruction, validating programs, implementing training, and evaluating results over time. The goal is to increase employee productivity, quality, and the organization's ability to achieve its goals.
Chapter 09
The document discusses various aspects of training such as the need for training, features of training, types of training, on-the-job and off-the-job training methods, and evaluation of training programs. It provides examples of systematic approaches taken by different companies to identify training needs, implement training, and evaluate the effectiveness of training.
Training & development
This document outlines a training presentation that covers:
1) Why training is important for organizations and the differences between training, education, and development.
2) A systematic 9-step approach to training that includes assessing needs, setting objectives, designing the program, and evaluating impact.
3) Key concepts like the training gap, the ASK model of addressing attitudes, skills and knowledge, and principles of learning like participation.
Coaching mentoring
Here are some tips for giving negative feedback effectively:
- Be specific about the behavior, not the person. Focus on observable facts.
- Deliver feedback privately and calmly. The timing and location should allow for an open discussion.
- Use "I" statements to describe how the behavior made you feel rather than accusatory "you" statements.
- Provide examples and allow the person to respond. Ask for their perspective.
- Suggest specific solutions and ask for their ideas for improvement. Make an action plan together.
- Balance negative feedback with positive feedback about things they do well. End on an optimistic note.
- Follow up after an agreed upon period of time to check on progress and
Coaching mentoring
Here are some tips for giving negative feedback effectively:
- Be specific about the behavior, not the person. Focus on observable facts.
- Deliver feedback privately and calmly. The timing and location are important.
- Use "I" statements to describe how the behavior made you feel rather than accusatory "you" statements.
- Provide examples and allow the person to respond. Ask for their perspective.
- Suggest specific solutions and ask for their ideas. Make it a two-way discussion.
- Provide positive feedback as well to balance the message. End on an optimistic note when possible.
- Follow up after an agreed period of time. Praise improvements and continued progress.
training
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Encourage Manager Support for Training
Manager support is important for effective transfer of training. Managers should emphasize attendance, application of skills, and opportunities to use new skills. Peer and technological support can also help with transfer. Knowledge management uses tools and processes to create, share, and use knowledge in an organization. This includes technology, directories of employee expertise, and communities of practice. Effective program design considers learner needs, site selection, materials, and self-management skills to promote transfer of training.
Training & development
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
Similar to Training and Development - A Backward Planning Approach (20)
Chapter 1 Introduction to Training and Development.ppt
Chapter 1 Introduction to Training and Development.ppt
Training and Development - A Backward Planning Approach
- 1. Training and Development - A Backward Planning Approach Presented By:- Manoj Butola Institute of Management Studies Ghaziabad
- 2. About Us In today's global business environment, it is essential your people have the right skills to succeed. Turn knowledge into productivity . We're a true partner in helping employers build a workforce that's better skilled, more productive, and ready to move an organization forward in today's competitive marketplace. The PERFORMTECH is a global provider of end-to-end TRAINING services, serving customers ranging from medium sized businesses to Fortune 100 companies. Our strength is in our ability to combine the best and most creative thinking with an incredible and experienced team to meet our client’s commitments. As corporate training experts we pride ourselves on the quality of training we deliver. We strive for high quality, measurable, result-oriented training programs.
- 5. Heart of Training Program
- 6. ANALYSIS
- 7. Backward Planning in Analysis Phase
- 8. Example What is the objective? What do the performer needs to do to reach the objective? What activities will help them to learn? What will motivate them to learn and perform? Increase the revenue by adding one more product (solutions) in product portfolio. Learn to describe and demonstrate the product. Overcome objections. Use the product. Importance of the new product (Solution) to be communicated by the managers. BACKWORD PLANNING
- 9. Approaches in TNA ORGANIZATIONAL ANALYSIS INDIVIDUAL ANALYSIS Organizational goals Performance appraisal Efficiency Indices Interviews Exit interviews Questionnaires Client Survey/ Satisfaction data Training progress Consideration of current and projected changes Focus group Interaction with client ( Top management and direct feedback)
- 10. Task Analysis
- 12. DESIGN
- 16. Design for Agile Learning
- 18. DEVELOPMENT
- 20. Techniques of Training TECHNIQUE DESCRIPTION Ice breakers Games to get team members know each other Leading games Exercise to each different styles of leadership Skill games Test to develop analytical skills Communication games Exercise to build bias free listening and talking Role reversal Exercise to teach plurality of view Doubling Bring out the ideas that are not often explained Multiple role play Providing a common focus of discussion Shifting physical positions Highlighting of communication problems Build in tension Teaching the importance of resolving matter Shadowing Working under a senior to watch and learn 9 +1+ 23 Self assessment by a leader of leadership skills Cross cultural training Programs to teach specifics of varied culture Tag teams One role played alternately by two participants
- 21. Delivery System
- 23. IMPLEMENTATION
- 25. Contd. Floor- Industrial carpeting to muffle sounds and allow people to move chairs and feet, easy to clean carpet, color that works with the walls and sports a pattern that masks dirt or grime. Space (square footage) allocated for the classroom- 15 to 17 square feet per participant. Furniture -Modular tables and chairs , Scratch resistance sturdy furniture with adjustable heights. Table space allocated per student- After the PCs are placed (if any) there is at least 30 linear inches (with a depth of 18 to 24 inches) per learner. This allows them to spread their papers during activities. Color of classrooms - one accent wall with a bluish tint for computer classes, and green for the rest of the walls to promote creativity . Lighting- Fluorescent lighting as it works as efficiently at casting ambient light as it does when computer screens are used during training session. Ventilation -Good air circulation, ventilation device for the room with no windows, temperature control are maintained for group attentiveness.
- 28. Sample Timetable TIME ACTIVITY 9:30 AM Arrive: Refreshment 9:45- 10:00 Introduction: Trainer Explains purpose of the day, what will happen and what will be achieved? 10:00 –10:15 ICEBREAKER 10:15–11:15 Talk with visual ads followed by discussion and handouts. 11:15- 11:30 Break / Refreshment 11:30-12:30 Problem solving exercises in small groups 12:30–1:00 Whole group discussion about the problem solving exercise 1:00-2:00 Lunch 2:00-3:30 Practical Demonstration, watching shorts instructional video and TAG TEAMS/ ROLE REVERSAL 3:30-3:45 Break / Refreshment 3:45-4:30 Small group exercise to think of how new skills can be applied at work 4:30-4:45 PM Talk by trainer summarizing the day with comments by participants
- 31. EVALUATION
- 40. INDIVIDUAL TRAINING NEED IDENTIFICATION ANALYSIS AND COMPILATION OF INDIVIDUAL TRAINING NEEDS AND PREPARE GROUP TRAINING NEED FORM FOR THE DEPARTMENT -HOD DELIVER THE TRAINING AS PER THE PLAN EVALUATE AND RECORD TRAINING EFFECTIVENESS. REFER PARTICIPANTS FEEDBACK FORM AND TRAINING HISTORY CARD IS TRAINING EFFECTIVE? END INITIATE SUITABLE ACTION IN CONSULTATION WITH HOD COMPILE TRAINING NEED FROM ALL THE DEPARTMENTS AND PREPARE TRAINING PLAN SELECT ALTERNATIVES TRAINING PROCESS FLOW CHART