This document discusses employee training and development. It begins by introducing the topic and defining training as learning experiences that result in improved job performance. It then discusses the importance of training by outlining issues that can result from untrained employees like low productivity, inefficiency, and lost customers. The document also covers various training methods like on-the-job training, distance learning, and management development programs. It emphasizes that training existing employees is easier than hiring new ones. Finally, it briefly discusses job evaluation and the selection process.

2. Group Members
 Omer Afzal (MCF 1602313)
 Muhammad Suffian Fayyaz(MCF 1602869)
 Hafiz Muhammad Tahir(MCF 1602474)
MBA 3.5 Years(Evening)

3. Group Topic
Training & Development
of Employees

4. INTRODUCTION:-
Every organization required well educate or skilled employees and
training is the way to achieve this goal. Employee training is the learning
experience it’s seeks a relative permanent change in employee that their
improve job performance. Thus, training involves changing skill
knowledge, attitude, or behaviors. This may mean changing what
employees know, how they work, or their attitude toward their job,
coworkers, manager and the organization.

5. DEFINITION:-
“Present oriented training that focuses on individuals current jobs.”
EXPLANATION:-
Directly after orientation training should begin. Training means giving new or current
employees the skills that they improve perform their jobs. this might means showing new
web designer the intricacies of your sides new sale people how to sale the product or new
supervisors how to complete the firm weekly payroll it might involve having the current job
holder explain the job to new hire or the multi week training process including class room or
internet class.
If you were given the choice between two different pilots one was trained, the other not –
which one would you choose? You should choose the train pilot. But what if there was no
“up-front” cost for the untrained pilot? You still would not do it? Yet many business owner
do not require the important of employee training.

6. IMPORTANCE OF TRAINING:-
UNDRAIN EMPLOYEE =
UNHAPPY EMPLOYEE
UNTRAINED WORKERS HAVE
A LOW PRODUCTION VALUE
UNTRAINED WORKERS ARE
INEFFICIENT
LOST TIME /MONEY DUE
TO MISTAKES
AN INCREASE IN
MISCELLANEOUS EXPENSES
INSUFFICIENT STAFF
TRAINING MEANS LOST
CUSTOMER

8. UNDRAIN EMPLOYEE = UNHAPPY EMPLOYEE:-
Employees who feel inadequate, under achieving, or unsupported are
unhappy. They are not satisfied in their work, which will cause them
to underperform, make mistakes and not care about their work
product. That cost the business in lost time and money.
 UNTRAINED WORKERS HAVE A LOW PRODUCTION
VALUE:-
That quality of their work is lower and less of value. The quality in
performance is lower than it could be.

9.  UNTRAINED WORKERS ARE INEFFICIENT:-
More time (and therefor money) and effort is spend when employee are
not fully or properly trained to perform their tasks or to fulfill their
responsibility it takes them longer to do the work.
 LOST TIME /MONEY DUE TO MISTAKES:-
When an untrained worker makes a mistake, the time and materials used
are lost. That work than has to be done again. Or worse, the inadequate
product was delivered to the client.

10.  AN INCREASE IN MISCELLANEOUS EXPENSES:-
These are more difficult to track or attribute to entrained worker, but
they are there. Creating a CAD drawing incorrectly means reprinting the
file that means it takes more times to fix their mistakes, more material
cost paper and ink, and more time reaching the work, if it were done
correctly the first time, these cost would not be there.
 INSUFFICIENT STAFF TRAINING MEANS LOST
CUSTOMER:-
Untrained employee can cause many of the mistake listed above, those mistakes
and inefficiencies can cause the business to lose the customers. That is the
worst possible scenario, but it can happen.

11. TRAINING EXISTING EMPLOYEES IS EASIER THAN
HIRING NEW EMPLOYEES
 Hiring new employees involves recruitment costs. In addition, you still need to have an on
boarding training so that they get familiar with organizational practices and procedures.
Instead, if you invest in training an existing employee to develop the skills required for a
particular job, you do not have to incur recruitment expenses.
 New recruits from outside the corporate culture come with their own baggage of ideas and
practices which may or may not fit the organizational culture. They might have to do a lot
of unlearning before getting down to applying their skills and knowledge to the job and
delivering results. Existing employees, who are already familiar with the corporate culture
don’t require time to settle in and therefore can focus on just developing the skills required
for doing a particular job.

12. TRAINING METHODS:-
The general purpose of training is to improve employee’s
abilities and performance on the job. There are a large
number of training methods available that can be used by
human resource department. When we have to decide to
train employers and on what they should learn, we have to
design the training program.

13. Main Methods Of Training
ON-THE-JOB TRAINING (OJT)
DISTANCE AND INTERNET BASED TRAINING
MANAGERIAL ON THE JOB TRAINING
OFF THE JOB MANAGEMENT TRAINING
MANAGEMENT DEVELOPMENT

14. ON-THE-JOB TRAINING (OJT)
OJT means a person learns a job by actually done it. In many
companies OJT is the only training method. There are several
types of OJT. The most common one is coaching or the
understudy method. Here, an experienced worker or the
supervisor trains the employee. At lower levels, trainees learn
the skills by observing the supervisor. This technique is also
used at top management levels. For example, a potential future
CEO may spend a year as the assistant to the current CEO.
Job rotation, in which an employee moves from job to job at
planned Intervals, is another OJT method.

15. DISTANCE AND INTERNET BASED TRAINING
There are various forms of distance learning methods. They in clued traditional paper and
pencil correspondence courses, as well as teletraining, video conferencing and internet base
classes.
TELETRAINING:-
In teletraining a trainer in a central location teaches groups of employees at
remote locations via television hooks ups.
VIDEO CONFERENCING:-
In this, people in one location to communicate live via video equipment with in
another location, city or country.

16. INTERNET BASED TRAINING:-
Many companies let their employees take
online courses offered by online course
providers. Other use their own internal
internet to facilities computer base training.
LEARNING PORTALS:-
Money employers creates learning portals to
satisfy their employees training needs. The
improving productivity section explains how
they do this.

17. MANAGERIAL ON THE JOB TRAINING
On the job training is not just for non-managers. Managerial on the job
training methods include job rotation, coaching and action learning.
JOB ROTATION:-
Job rotation means moving management trainees from department to
broaden their understanding of all parts of the business and to test their
abilities. The trainees may spend several months in each department, but
it is more common for them to get fully involved in its operations.

18. ACTION LEARNING:-
In action learning programs, managers are given
released time to work full time on projects as a member
of the project team. To analyze and solve problems in
departments other than their town.
MENTORING:-
In the mentoring or understudy approach, the trainee
works directly with a senior manager who is the
trainees mentor. Normally the trainee relieves the
manager of certain responsibilities thus having a
chance to learn job.

19. OFF THE JOB MANAGEMENT TRAINING
The following sections discuss some off the job methods used for training
managers.
 CASE STUDY METHOD:-
In this trainees are given an organizational problem. They analyze the case,
diagnose the problem and discus their solution with other trainees.
 MANAGEMENT GAMES:-
In management games trainees are divided in to small teams that compete with
one another in a simulated market place.

20.  CORPORATE UNIVERSITY
AND IN HOUSE TRAINING
CENTER:-
Many large companies have their own in
house training centers. These centers
need not offer a wide range of courses.
They cooperate with training providers
to create programs that suit their needs.
Some may even work closely with a
university to offer specific degree
programs.

21. MANAGEMENT DEVELOPMENT
Management development is any attempt to improve managerial
performance by providing knowledge, changing attitudes or
increasing skills. The aim is to improve the performance of the
company. The management development process consist of the
following:
 Assess the company’s strategic needs.
 Develop the managers.
 Appraise the manager’s performance.
Some development programs are companywide and involve all or
most managers. Other development programs aim to fill specific
position, such as CEO.

22. JOB EVALUATION
By job evaluation, we mean using job analysis information to a systematically
determine the value of each job in relation to all jobs within the organisation. In
short, job evaluation seeks to rank all jobs in the organisation in a hierarchy that
reflects the relative worth of each. It’s important to note that is a ranking of
jobs, not people. Job evaluation assumes normal job performance by a typical
worker. So, in fact, the process ignores individual abilities or performance. The
ranking that results from job evaluation is not an end in itself. It should be used
to determine the organisations pay structure job evaluation can provide an
objective standard from which modifications can be made.

23. Definition
Process of gathering information for
the purpose of evaluating and
deciding who should be hired, under
legal guidelines, for the short and long
term interest of the individual and the
organisation.
Selection activities predict which job
applicant will be successful if hired.

24. HEART OF JOB EVALUATION
The heart of job evaluation is determine appropriate
criteria to arrive at the ranking. It is easy to say that
the jobs are valued and ranked by their relative job
worth, but ambiguity increases when we attempt to
state that places one job higher than another in the
job structure hierarchy. Most job evaluation plans use
responsibility, skills, effort and working conditions as
major criteria, but each of these, in turn, can be
broken down into more specific terms.

25. JOB EVALUATION METHODS
ORDERING METHOD
CLASSIFICATION METHOD
POINT METHOD

26. ORDERING METHOD
The Ordering method also called ranking method,
requires a committee-typically composed of both
management and employee’s representative to arrange
jobs in a simple rank order, from highest to lowest. The
committee members merely compare two jobs and
judge which one is more important or difficult to
perform. Then they compare another job with the first
two, and so on until all the jobs have been evaluated
and ranked.

27. CLASSIFICATION METHOD
The classification method was made popular by the U.S Civil
Service Commission, now the office of personnel management
(OPM). The OPM requires that classification grades be
established and published in what they call their general schedules.
These classification are created by identifying some common
denominator-skills, knowledge, responsibilities-to create distinct
class or grades for jobs.

28. The classification method
shares more of the
disadvantages of the
Ordering approach, plus the
difficulty of writing
classification, descriptions,
judging which jobs go where,
and dealings with jobs that
appears to fall into more than
one classification.

29. POINT METHOD
 The last method we will present breaks down jobs based on various
identifiable criteria and allocates points to each of these criteria (such as
skills, efforts & responsibilities). It’s depending on the importance of
each criterion to performing the job, points are summed, and jobs with
similar point’s totals are placed in similar pay grade.
 The point method offers the greatest stability of the four approaches
presented. Jobs may change over the time, but the rating scales
established under the point method stay intact. Additionally, the
methodology underlying the approach contributes to a minimum of
rating error. On the other hand, the point method is complex and
therefore costly and time consuming to develop. Furthermore, this
method can effectively address the comparable worth issue.

31. REFERENCES
Decenzo & Robbins
Schmitt & Schneider
GARY DESSLER
DAVID-A-DECENZO
RED SHIFT BY AUTODESK
CHITRA REDDY (ARTICLE
2015)
ARUNA VAYU VEGULA
(ARTICLE 2012)
SLIDESHARE.COM
STUDYMODE.COM