Training and development aims to improve employee performance through increasing skills, knowledge, and changing attitudes. Training focuses on short-term skills for current jobs, while development has a longer-term focus on career growth. There are various methods for assessing training needs, delivering training programs, and evaluating their effectiveness. Training can provide benefits like increased productivity and morale, but also has costs like lost work time. The goal is to close gaps in skills and knowledge through various on-the-job and off-the-job training methods.
This presentation is an Introduction to Training and Development in Effective HR. The concepts of Human Resource Management are explained in this chapter. This involves the role, position and structure of the HRM department. The presentation has been prepared by Welingkar’s Distance Learning Division.
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Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".
This presentation is an Introduction to Training and Development in Effective HR. The concepts of Human Resource Management are explained in this chapter. This involves the role, position and structure of the HRM department. The presentation has been 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/welingkarDLP
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Training Needs Analysis (TNA) in one of the essential and basic activity of a HR Manager. Unless scientifically drawn, TNA won't bring fruits of productivity and performance improvement.
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Training Needs Analysis (TNA) in one of the essential and basic activity of a HR Manager. Unless scientifically drawn, TNA won't bring fruits of productivity and performance improvement.
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
TRAINING AND DEVELOPMENT, BENEFITS, APPROACH AND ITS DIFFERENT TYPESRAVENALDELAFUENTE2
What is training and development? Training and development programs typically involve educational activities that advance a worker's knowledge and instill greater motivation to enhance job performance.
UNIT - II: TRAINING & DEVELOPMENT OF EMPLOYEES: Analyzing Training needs &
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APPRAISAL: Concept of Performance, Performance Management, Performance Appraisal –
Methods of Performance Appraisal - Assessment Centre.
A planned process to modify attitude , knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organization.
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2. Definition of Training & Development
1. Training & Development is any attempt to improve current or future
employee performance by increasing an employee’s ability to perform
through learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge.
2. Training & Development is a subsystem of an organization which
emphasize on the improvements of the performance of individuals
and groups.
3. Definition of Training
Training is the formal and systematic modification of behaviours through
learning which occurs as a result of education, instruction, development
and planned experience.
Training is an educational process which involves the sharpening of skills,
concepts, changing of attitude and gaining more knowledge to enhance
the performance of the employees.
Training is about knowing where your are in the present & after some time
where will you reach with your abilities. By training, people can learn new
information, new methodology and refresh their existing knowledge and
skills. Due to this there is much improvement and adds up the
effectiveness at work.
It’s a short term process.
Refers to instruction in technical and mechanical problems
Targeted in most cases for non-managerial personnel
Specific job related purpose
4. Definition of Development
Development is any learning activity, which is directed towards future,
needs rather than present needs, and which is concerned more with
career growth than immediate performance.
Development means those learning opportunities designed to help
employees to grow. Instead it provides the general knowledge and
attitudes, which will be helpful to employers in higher positions.
It’s a long term educational process
Refers to philosophical and theoretical educational concepts
Managerial personnel
General knowledge purpose
5. Difference Between Training & Development
Training Development
Helps the Individual to do their current jobs Helps the individual handle future
responsibilities
Training is skills focused Development is creating learning abilities
Training needs depend upon lack or
deficiency in skills
Development depends on personal drive and
ambition
Training is a narrower concept focused on job
related skills
Development is a broader concept focused
on personality development
Training may not include development Development includes training wherever
necessary
Training is aimed at improving job related
efficiency and performance
Development aims at overall personal
effectiveness including job efficiencies
Training is meant for operatives Development is meant for executives
AIM: To develop additional skills AIM: To develop the total personality
OBJECTIVES: To meet the present need of an
employee
OBJECTIVE: To meet the future need of an
employee
Initiative is taken by the management Initiative is taken by an individual
7. Role of Training & Development
Increase in efficiency
Increase in morale of employees
Better Human Relations
Reduced Supervision
Increased Organizational Viability and Flexibility.
8. Importance of Training & Development
Optimum utilization of Human Resources
Development of skills
To increase the productivity
To provide the zeal of team spirit
For improvement of organization culture
To improve quality, safety
To increase profitability
Improve the morale and corporate image
Benefits of the organization, Individual & Group.
Benefits the Personnel & Human Relations, Intra group,
internal group relations.
9. Reason of Training & Development
When management thinks that there is a need to improve the
performances of employees.
To set up the benchmark of improvement so far in the performance
improvement effort.
To train about the specific job responsibility.
To test the new methodology for increasing the productivity.
New technology
Cost control
Role & Career flexibility
New appraisal techniques
Skills & labour shortage
Product & service quality
Globalization and speed of change
10. Needs of Training
Installation of new equipments or techniques
Change in working methods or products produced
Labour shortage, necessitating the upgrading of some employees
Promotion or transfer of individual employees.
Ensures availability of necessary skills and there could be a pool of
talent from which to promote from.
Reduces constant supervision
Improve quality
Increase efficiency
11. Advantages of Training
Lead to improved profitability and/or more positive attitudes toward
profits orientation.
Improves the job knowledge and skills at all levels of the organisation.
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image
Fasters authentically, openness and trust.
Improves the relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
12. Disadvantages of Training
The financial cost of training may be high
Once staff are fully trained they may leave to take up a better paid job.
Work time is lost while staff are being trained.
The quality of training must be high for it to have a positive effect.
Potential disruption to production.
Quality depends on ability of trainer and time available.
13. Objectives of Training
Job Satisfaction Employee Stability
Morals among
employees
Increase
Efficiencies &
Quality
Employee
Motivation
Adopt new
technologies &
methods
Increase
Innovation
Increase
Productive
Reduce
employee
Turnover
14. Inputs of Training & Development
Skills
Education/ Knowledge
Development
Ethics
Behaviour
Problems solving skills
Decision Making
Attitudinal changes
15. Assessment of Training Needs
Performance Appraisal Results
Employment/Skills Tests
Employee Opinion/Climate Surveys
Employee Grievances/Complaints
Customer Returns/Calls
Accidents & Scrap
New Equipment / Software
Changes in System/ Procedures
New equipment/Technology
Job Re-design
business objectives
Layoffs/Transfers/New Hires
New Systems/Procedures
Changes in Laws/Regulations
16. Methods Training
On the Job Training
Coaching
Job Instruction
Job Rotation
Mentoring
Apprenticeship
Internship
Off the Job Training
Lectures
Conferences
Group discussion
Brainstorming
Electrical Training
Simulation
Role Playing
Case Study
Induction
Audio-Visual material
17. Outcomes of Training
Information such as facts, techniques, and procedures that
trainees can recall after the training.
Skills that trainees can demonstrate in tests or on the job.
Trainee and supervisor satisfaction with the training program.
Changes in attitude related to the content of the job training.
Improvements among individual, group, or company
performance.
18. Process of Training Program
A. Training need assessment
B. Develop training plan
C. Determine types & methods of training
D. Identify Goals & Objectives
E. Implement training program
F. Evaluation of training
G. Feedback
19. Stages of Training Evaluation
1. Describe the outputs. Outputs are descriptive data about the
training programs and participants, including demographic data.
2. Pre-training assessment. This step uncovers the participants’
past experience as well as current competencies, learning needs,
and expected application of learning.
3. Post-assessment (reactions). This addresses participants’
reactions to the training experience— for example, their learning
environment, format and instructor methods, general satisfaction.
4. Post-assessment (learning). This piece is a self-assessment of
knowledge or skills gained and the participants’ expected
application of learning.
5. Follow-up. This process may include several methods to assess
the outcomes and effect of training programs over time.
20. Methods of Training Evaluation
1. Tests: Standard tests could be used to find out whether trainees have
learnt anything during and after the training.
2. Interviews: Interviews could be conducted to find the usefulness of
training offered to operatives.
3. Studies: Comprehensive studies could be carried out eliciting the opinions
and judgments of trainers, superiors and peer groups about the training.
4. Human resource factors: Training can also be evaluated on the basis of
employee satisfaction, decrease in employee turnover, absenteeism,
accidents, grievances, discharges, dismissals, etc.
5. Cost benefit analysis: The costs of training (cost of hiring trainers, tools to
learn training centre, production stoppage) could be compared with its value
(in terms of reduced learning time, improved learning, superior performance)
in order to evaluate a training programme.
6. Feedback: The training evaluator should follow it up sincerely so as to
ensure effective implementation of the feedback report at every stage.