Hands-on training methods have several advantages over traditional lecture-based training:
1) They keep trainees actively engaged in learning by involving them in activities like role-plays, simulations, demonstrations, and practicing skills. This helps trainees better retain the information compared to passive lecture formats.
2) Hands-on methods allow trainees to immediately apply their new skills and behaviors to realistic work-related situations. Being able to practice in a safe environment helps trainees transfer their learning back to the job.
3) Trainers can provide immediate feedback to trainees on their performance of key skills. This feedback helps trainees identify areas for improvement and correctly learn the behaviors demonstrated by trainers.
While hands-on training is
This document discusses different approaches to work design: engineering, motivational, and socio-technical. The engineering approach uses traditional jobs and groups with high routinization and low autonomy. The motivational approach focuses on enriched jobs with high variety, autonomy, and feedback. The socio-technical approach uses self-managing teams that have control over tasks and are multi-skilled and flexible. It also outlines factors to consider like technical interdependence and personal needs to design work that optimizes technology and personal satisfaction.
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.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
International human resource management.2 (1)Pooja Bharti
This document discusses international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of HR activities across foreign locations. The document outlines the objectives, importance, strategic functions, and factors influencing IHRM. It also discusses different IHRM strategies and staffing policies for multinational companies.
Human resource management (HRM, or simply HR) is a function in organizations designed[by whom?] to maximize employee performance in service of an employer's strategic objectives.[1] HR is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR also concerns itself with industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Meaning of Human Resources
Human resources can be understood in terms of employing people, developing their resources,utilizing,maintaining and compensating,their services and in tune with the job and organizational requirements with the view to contribute to the goals of the organization goal ,individuals goals.
The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
This document discusses different approaches to work design: engineering, motivational, and socio-technical. The engineering approach uses traditional jobs and groups with high routinization and low autonomy. The motivational approach focuses on enriched jobs with high variety, autonomy, and feedback. The socio-technical approach uses self-managing teams that have control over tasks and are multi-skilled and flexible. It also outlines factors to consider like technical interdependence and personal needs to design work that optimizes technology and personal satisfaction.
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.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
International human resource management.2 (1)Pooja Bharti
This document discusses international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of HR activities across foreign locations. The document outlines the objectives, importance, strategic functions, and factors influencing IHRM. It also discusses different IHRM strategies and staffing policies for multinational companies.
Human resource management (HRM, or simply HR) is a function in organizations designed[by whom?] to maximize employee performance in service of an employer's strategic objectives.[1] HR is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR also concerns itself with industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Meaning of Human Resources
Human resources can be understood in terms of employing people, developing their resources,utilizing,maintaining and compensating,their services and in tune with the job and organizational requirements with the view to contribute to the goals of the organization goal ,individuals goals.
The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
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.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
Pay commission and their role in wage revision in indiajpbbk
The document summarizes the role and history of pay commissions in India. It discusses the seven pay commissions that have been established so far to make recommendations on salaries and pay structures for government employees. Key details provided include the timeline and recommendations of each commission. The document also outlines important demands from the 7th Pay Commission, including a minimum pay of Rs. 18,000 per month and a 16% increase in basic salary.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
This document discusses various off-the-job training methods including lectures, audio-visual techniques, simulations, case studies, role playing, business games, and field trips. Lectures involve verbal presentations to large audiences but have limited participation. Audio-visual techniques supplement lectures with visual content but can include too much extra material. Simulations replicate real work conditions without risks of on-the-job training. Case studies promote analytical thinking but require extensive preparation. Role playing develops skills through acting out scenarios. Business games simulate business decision making through competition. Field trips provide learning in real settings but require careful planning.
The document outlines learning objectives for a chapter on human resource management. It aims to explain what HR is and its relationship to management processes. It also aims to illustrate how line and staff managers can utilize HR concepts and give examples of HR's role in business strategy and why metrics are important for HR managers. Finally, it outlines the structure of the book.
A wage board is a tripartite body that represents employers, labor, and independent members nominated by the government. It was established under the Industrial Dispute Act to help settle wage disputes through adjudication. Dissatisfaction with this led to the creation of wage boards to determine wages in industries like cotton textiles and sugar. Wage boards consist of equal numbers of employer and worker representatives, plus an independent chair. Their responsibilities include recommending minimum wages, cost of living adjustments, regional wage differentials, gratuities, and work hours.
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
Chapter 7 Implementing a Performance Management SystemPreeti Bhaskar
This document discusses how to implement an effective performance management system. It recommends gaining buy-in through communication and training. The communication plan should explain what performance management is and how it benefits employees. Training should minimize rater biases and teach how to accurately evaluate performance. A pilot test allows working out issues before full implementation. Ongoing evaluation ensures the system meets its goals.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
training practices and corporate training initiatives in indiaDheeraj Yarra
This document discusses training practices and corporate training initiatives in India. It outlines several on-the-job and off-the-job training methods used in India, including job instruction training, coaching, mentoring, position rotation, apprenticeship, committee assignment, vestibule training, classroom training, internship training, and simulation/role play. It also discusses electronic training methods like audio-visuals, computer-based training, and electronic performance support systems. The document concludes by highlighting training programs at several major Indian companies, including Aditya Birla's Gyanodaya center, Infosys' Global Business Foundation School, and Accenture's "Leaders teaching leaders" program.
The trainer helps the trainees to learn by providing guidance, support and
feedback.
Facilitator: The trainer facilitates the learning process by creating a conducive
environment for learning.
Coach: The trainer coaches the trainees by providing feedback, guidance and support
for improving performance.
Counselor: The trainer provides counseling support to trainees by addressing their
concerns, doubts and issues.
Role Model: The trainer demonstrates desired behaviors and skills which are emulated
by trainees.
Evaluator: The trainer evaluates the learning and provides feedback for further
improvement.
Motivator: The trainer motivates the trainees and inspires higher and sustained efforts.
Catalyst: The trainer
Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
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.
This chapter discusses several special challenges in career management including socialization and orientation of new employees, developing career paths, dealing with plateaued employees, balancing work and life demands, coping with job loss, and managing older workers. It provides advice and best practices for companies in creating supportive cultures, training programs, flexible work arrangements, counseling and outplacement services to address these issues.
The document introduces the concept of a High Performance Work System (HPWS) which uses human resource practices like self-managing teams, extensive training, and decentralized decision-making to empower employees and improve performance. Basic practices of an HPWS include self-managing teams, open communication, training, flexible work assignments, decentralized decision-making, employment security, and selective hiring. Selective hiring involves having a large applicant pool and carefully considering critical skills needed for each job. Decentralized decision-making delegates authority from top to middle and lower managers to empower employees and make decisions more efficiently. The document distinguishes between work practices focused on work system design and employment practices related to employment relations.
Introduction to human resource developmentsaumyadvd
This document provides an overview of human resource development (HRD). It defines HRD as activities designed by organizations to provide members with necessary skills. The evolution of HRD is described from early apprenticeship programs to the modern emergence of HRD as a field. Key aspects of HRD are outlined, including its relationship to human resource management, common HRD functions like training and development, and challenges for the future like a changing workforce.
The document provides guidance on conducting effective training. It discusses:
1. Defining training and outlining why training is important for organizations, employees, guests and supervisors.
2. Explaining different training methods like on-the-job training, off-the-job training and the benefits of different training techniques like lectures, demonstrations and group-based activities.
3. Detailing the steps to effective training including identifying needs, designing objectives, selecting methods, conducting training, evaluating effectiveness and providing feedback.
The document discusses the key aspects of human resource development (HRD) programs in organizations. It notes that the primary functions of HRD are training and development, organizational development, and career development. It also outlines the typical phases of designing and implementing an HRD program, including assessment of needs, design, implementation, and evaluation. Kirkpatrick's model is discussed as a framework for evaluating HRD programs at different levels, from reaction to learning to job behavior and results.
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.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
Pay commission and their role in wage revision in indiajpbbk
The document summarizes the role and history of pay commissions in India. It discusses the seven pay commissions that have been established so far to make recommendations on salaries and pay structures for government employees. Key details provided include the timeline and recommendations of each commission. The document also outlines important demands from the 7th Pay Commission, including a minimum pay of Rs. 18,000 per month and a 16% increase in basic salary.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
This document discusses various off-the-job training methods including lectures, audio-visual techniques, simulations, case studies, role playing, business games, and field trips. Lectures involve verbal presentations to large audiences but have limited participation. Audio-visual techniques supplement lectures with visual content but can include too much extra material. Simulations replicate real work conditions without risks of on-the-job training. Case studies promote analytical thinking but require extensive preparation. Role playing develops skills through acting out scenarios. Business games simulate business decision making through competition. Field trips provide learning in real settings but require careful planning.
The document outlines learning objectives for a chapter on human resource management. It aims to explain what HR is and its relationship to management processes. It also aims to illustrate how line and staff managers can utilize HR concepts and give examples of HR's role in business strategy and why metrics are important for HR managers. Finally, it outlines the structure of the book.
A wage board is a tripartite body that represents employers, labor, and independent members nominated by the government. It was established under the Industrial Dispute Act to help settle wage disputes through adjudication. Dissatisfaction with this led to the creation of wage boards to determine wages in industries like cotton textiles and sugar. Wage boards consist of equal numbers of employer and worker representatives, plus an independent chair. Their responsibilities include recommending minimum wages, cost of living adjustments, regional wage differentials, gratuities, and work hours.
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
Chapter 7 Implementing a Performance Management SystemPreeti Bhaskar
This document discusses how to implement an effective performance management system. It recommends gaining buy-in through communication and training. The communication plan should explain what performance management is and how it benefits employees. Training should minimize rater biases and teach how to accurately evaluate performance. A pilot test allows working out issues before full implementation. Ongoing evaluation ensures the system meets its goals.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
training practices and corporate training initiatives in indiaDheeraj Yarra
This document discusses training practices and corporate training initiatives in India. It outlines several on-the-job and off-the-job training methods used in India, including job instruction training, coaching, mentoring, position rotation, apprenticeship, committee assignment, vestibule training, classroom training, internship training, and simulation/role play. It also discusses electronic training methods like audio-visuals, computer-based training, and electronic performance support systems. The document concludes by highlighting training programs at several major Indian companies, including Aditya Birla's Gyanodaya center, Infosys' Global Business Foundation School, and Accenture's "Leaders teaching leaders" program.
The trainer helps the trainees to learn by providing guidance, support and
feedback.
Facilitator: The trainer facilitates the learning process by creating a conducive
environment for learning.
Coach: The trainer coaches the trainees by providing feedback, guidance and support
for improving performance.
Counselor: The trainer provides counseling support to trainees by addressing their
concerns, doubts and issues.
Role Model: The trainer demonstrates desired behaviors and skills which are emulated
by trainees.
Evaluator: The trainer evaluates the learning and provides feedback for further
improvement.
Motivator: The trainer motivates the trainees and inspires higher and sustained efforts.
Catalyst: The trainer
Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
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.
This chapter discusses several special challenges in career management including socialization and orientation of new employees, developing career paths, dealing with plateaued employees, balancing work and life demands, coping with job loss, and managing older workers. It provides advice and best practices for companies in creating supportive cultures, training programs, flexible work arrangements, counseling and outplacement services to address these issues.
The document introduces the concept of a High Performance Work System (HPWS) which uses human resource practices like self-managing teams, extensive training, and decentralized decision-making to empower employees and improve performance. Basic practices of an HPWS include self-managing teams, open communication, training, flexible work assignments, decentralized decision-making, employment security, and selective hiring. Selective hiring involves having a large applicant pool and carefully considering critical skills needed for each job. Decentralized decision-making delegates authority from top to middle and lower managers to empower employees and make decisions more efficiently. The document distinguishes between work practices focused on work system design and employment practices related to employment relations.
Introduction to human resource developmentsaumyadvd
This document provides an overview of human resource development (HRD). It defines HRD as activities designed by organizations to provide members with necessary skills. The evolution of HRD is described from early apprenticeship programs to the modern emergence of HRD as a field. Key aspects of HRD are outlined, including its relationship to human resource management, common HRD functions like training and development, and challenges for the future like a changing workforce.
The document provides guidance on conducting effective training. It discusses:
1. Defining training and outlining why training is important for organizations, employees, guests and supervisors.
2. Explaining different training methods like on-the-job training, off-the-job training and the benefits of different training techniques like lectures, demonstrations and group-based activities.
3. Detailing the steps to effective training including identifying needs, designing objectives, selecting methods, conducting training, evaluating effectiveness and providing feedback.
The document discusses the key aspects of human resource development (HRD) programs in organizations. It notes that the primary functions of HRD are training and development, organizational development, and career development. It also outlines the typical phases of designing and implementing an HRD program, including assessment of needs, design, implementation, and evaluation. Kirkpatrick's model is discussed as a framework for evaluating HRD programs at different levels, from reaction to learning to job behavior and results.
TRAINING OF TRAINERS(TOT) SKILLS - Copymubiru rashid
This document provides guidance on training of trainers. It discusses what a training is, the aims and objectives of conducting trainings, and important aspects to consider when planning a training session. It covers topics like needs assessment, selecting appropriate content and training techniques. Six commonly used training techniques are described in detail: case study, role play, demonstrations, brainstorming, structured exercises, and group discussions. The advantages and disadvantages of each technique are also summarized.
Training involves providing employees with knowledge and skills to perform their jobs effectively. It can be on-the-job or off-the-job. On-the-job training methods include job rotation, coaching, mentoring, and job instructional technique, which involve learning tasks directly from supervisors. Off-the-job methods like lectures, simulations, and case studies occur away from the work environment and focus solely on learning. The goal is to develop employee skills through various hands-on and observational training methods tailored to their roles and needs.
Training involves providing employees with knowledge and skills to perform their jobs effectively. It can be on-the-job or off-the-job. On-the-job training methods include job rotation, coaching, mentoring, and job instructional technique, which involve learning tasks directly from supervisors. Off-the-job methods like lecture, discussion, and simulation exercises take place away from the work environment and include techniques like role playing, case studies, and management games. The purpose of training is to keep employees aware of rules and procedures through various organized methods that impart both hard and soft skills.
Training involves providing employees with knowledge and skills to perform their jobs effectively. It can be on-the-job or off-the-job. On-the-job training methods include job rotation, coaching, mentoring, and job instructional technique, which involve learning tasks directly from supervisors. Off-the-job methods like lecture, discussion, and simulation exercises take place away from the work environment and include techniques like role playing, case studies, and management games. The purpose of training is to keep employees aware of rules and procedures through various organized methods that impart both hard and soft skills.
HOW TO USE THE TRAINING TECHNIQUES AVAILABLE IN A TRAINING PROGRAM pptAbraham Ncunge
This document provides an overview of various training methods that can be used by trainers. It defines key roles like trainer, instructor, coach and facilitator. It discusses general guidelines for selecting methods based on needs of organization, trainee and task. Some factors to consider include human factors, objectives, duration, facilities available and trainer skills. A wide range of methods are described like lectures, discussions, case studies, role plays, simulations and group exercises. The document advises trainers to select methods that engage and motivate learners while enabling practice and application of skills.
Training Methods
When choosing training methods remember:
That we are dealing with adults,
That participatory methods are especially appropriate for this trainee group
That the training method must reflect the training objectives and the way in which people learn.
The document discusses training design, implementation, and evaluation. It outlines the 5 phases of the ADDIE model for instructional design: analysis, design, development, implementation, and evaluation. The analysis phase identifies learner characteristics and needs. The design phase deals with objectives, assessment, and content. Development creates materials. Implementation delivers training. Evaluation assesses effectiveness. Training methods can be on-the-job like coaching or off-the-job like lectures. The goal is to provide effective training that improves workplace skills.
This document outlines an agenda for a two-day professional development training on using informal classroom observations and the McREL Power Walkthrough software. Day 1 covers research on instructional strategies, practicing classroom observations, and installing the software. Day 2 includes conducting an actual classroom observation, uploading and analyzing observation data, and creating reports. The document provides details on what to look for during brief classroom observations, how to use the software to record observations, and how coaching conversations can be used to reflect on observation data with teachers.
The document provides an agenda for a 3-day training of trainers course, outlining objectives, sessions, and activities to teach participants about training design, delivery, and improvement. Key topics include learning styles, training needs assessment, learning theories, training methods, handling difficult participants, and demonstrations. The goal is for participants to learn how to design and deliver effective training courses and develop action plans to strengthen their skills as trainers.
Responsive managers ,on the job and off the job traininggamalu ps
Responsive managers succeed by building trust with employees and helping them do their jobs. They listen well and act on feedback to solve problems before being asked. On-the-job training includes coaching, mentoring, and apprenticeships where trainees learn from experienced workers. Off-the-job methods involve separating trainees from their work, using lectures, simulations, and case studies to focus solely on learning. Both approaches aim to develop responsive managers through hands-on and classroom experiences.
This document discusses various training methods and techniques. It is divided into three main categories: presentation methods, hands-on methods, and group building methods. Presentation methods include lectures and audio-visual techniques where trainees passively receive information. Hands-on methods require active involvement through activities like on-the-job training, simulations, and role-plays. Group building methods aim to improve team effectiveness through techniques such as adventure learning, team training, and action learning. The document provides details on key methods within each category and discusses their advantages and disadvantages.
This document discusses various training methods, including on-the-job training methods like job rotation, coaching, and job instruction, as well as off-the-job methods like case study, role play, simulation, and lectures. It provides details on each method, including advantages and disadvantages. The goal of training is to increase employee skills and knowledge for performing jobs effectively through both practical, hands-on learning as well as formal classroom-style sessions.
This document discusses various training methods, including on-the-job training methods like job rotation, coaching, and job instruction, as well as off-the-job methods like case study, role play, simulation, and lectures. It provides details on each method, including what it involves and its advantages and disadvantages. The goal of training is to increase employees' skills and knowledge for performing their jobs effectively through both practical, hands-on learning as well as formal classroom-style instruction.
training methods for worker industrial safetyBharathVJ4
Training methods can be on-the-job or off-the-job. On-the-job methods include job rotation, coaching, and job instruction which provide hands-on learning. Off-the-job methods involve case study, role playing, lectures, and simulations to teach skills away from the work environment. The document discusses the advantages and disadvantages of various training methods organizations can use to increase employee skills and meet changing needs.
Here are the key steps in the process described in chunks:
1. Arrange things into groups based on common characteristics.
2. If more space is needed, move some items to another location.
3. Do not try to group too many things at once. It is better to group a few items at a time.
4. After grouping, put the items into their proper places until they are needed again and the process repeats.
Sequencing
The steps in the process are:
1. Arrange items into groups based on common traits.
2. If more space is needed, relocate some items.
3. Group items in small batches rather than too many at once.
Safety training techniques aim to keep students actively involved through encouraging participation, immediate recognition of achievements, and providing feedback on progress. The techniques include interactive methods like group discussions, questions, brainstorming, case studies, role-playing and small group activities. These are preferred over lectures as safety training focuses on practical application and problem-solving over theoretical learning. An effective blended learning approach combines in-person classroom instruction with online resources and independent study.
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Training methods are many and diverse hence one uses the method that is convenient.
They inclede role play,brainstorming group discussion,workshop seminar,demostration,project,group excercises,case studies,computer based training, projects,discussion questionssmart cases
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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4. 4
Teaching is complicated, large scale, hard to define and
close to the soul. Duckworth, 1987.
“Training is learning that is provided in order to improve
performance on the present job.” Dr. Leonard Nadler.
“The purpose of any training program is to deliver results.
People must be more effective after the training than they
were before. ” Master trainer Bob Pike says in his
book, “Creative Training Techniques”
“Tell me and I will forget, Show me and I will remember,
Involve me and I will understand”.
The best teacher is the one who suggests rather than
dogmatizes, and inspires his listener with the wish to teach
himself. Edward G Bulwer Lytton.
7. Edgar Dale
(The Cone of Learning)
• In the 1960s, Edgar Dale theorized that learners retain
more information from what they do as opposed to
what they hear, read or observe.
• From this theory, he developed the Cone of Learning.
• Trainers can use the cone of learning to choose the
most appropriate training methods for accomplishing
their learning objectives.
8. 8
Read
Hear
View
Images
Watch Videos
Attend
Exhibits/Sites
Watch a Demonstration
Participate in Hands-On
workshops
Design Collaborative Lessons
Simulate, Model or Experience a
Lesson
Design/Perform a Presentation “Do the
Real Thing”
Define, List ,
Describe, Explain
Demonstrate,
Apply Practice
10% of what
they Read
20% of what
they Hear.
30% of what
they See.
50% of what
They See & Hear.
70% of what
They Say &
Write.
(Learning
outcomes)
People
are
able to …..
90% of
What
They
Do.
(Learning
activities)
People
generally
remember
…..
Demonstrate,
Apply Practice
9. 9
% of Formal Training Hours delivered by each
Method
8%
67%
16%
9%
0
10
20
30
40
50
60
70
80
Virtual Class room Instructor led class
room
Online self study Other
10. A Teacher in the Eyes of a Student
10
Resourcer
Assessor
Study Guide
producer,
Resource new
technology
Student
Assessor &
Evaluator
Educator,
Artist,
Coach
Mentor,
Counsellor,
Guidance
Teaching role
model,
Off the job role
model,
On the job role
model
Curriculum
Planner,
Administrator,
Compiling reports
Role
model
11. AIM
To acquaint you all with the
Traditional Training Methods being used
by organizations to train there new
employees in the befitting manner.
11
12. PART 1 – (Muhammad Farooq Munir)
• Classroom or Instructor-Led Training & Interactive Methods
• Advantages & Disadvantages
PART 2 – (Sajid Zafar)
• Hands-On Training
• Advantages & Disadvantages.
PART 3 – (Nazish Grewal)
Computer-Based Training & E-Learning
Advantages & Disadvantages.
PART 4 – (Raja Manzar)
Group Building Methods & Choosing a Training Method.
Training methods being used in TCS (TATA) India.
SEQUENCE
12
16. 16
You are Not allowed to Use
the Sprinkler System to Keep
your Audience Awake!
17. Lecture
17
Trainers communicate through spoken words.
Least expensive and least time-consuming ways to
present a large amount of information.
It is easily employed with large groups of trainees.
Supports training methods such as behavior
modeling and technology-based techniques.
Appeals to few of the trainees’ senses because
trainees focus primarily on hearing information.
It is difficult to judge quickly and efficiently the
learners’ level of understanding.
Is often supplemented with question-and-answer
periods, discussion, video, games, or case studies.
18. Variations of the Lecture Method
• Standard Lecture. Trainer talks while trainees
listen and absorb information.
• Team Teaching. Two or more trainers present
different topics or alternative views of the same topic.
• Guest Speakers. Speaker visits the session for a
predetermined time period. Primary instruction is
conducted by the instructor.
• Panels. Two or more speakers present information
and ask questions.
• Student Presentations. Groups of trainees
present topics to the class.
18
19. Instructor Led Training
19
This may be the most “old-fashioned” method,
but it can still be effective, especially if you
invite trainees to write on the board or ask for
feedback that you write on the board.
Blackboard or whiteboard.
20. Instructor Led Training (contd…)
20
This method is increasingly being replaced with
PowerPoint presentations, which are less
manually demanding, but overheads do allow you
to write on them and customize presentations
easily on the spot.
Overhead projector.
21. Instructor Led Training (contd…)
21
Lectures can be broken up with video
portions that explain sections of the training
topic or that present case studies for
discussion.
Video portion.
22. 22
Instructor Led Training (contd…)
This method is one of the most popular lecture
methods and can be combined with handouts
and other interactive methods.
PowerPoint® presentation.
23. 23
Instructor Led Training (contd…)
Stories can be used as examples of right and
wrong ways to perform skills with the outcome of
each way described. This method is most effective
with debriefing questions, such as:
• How does this story relate to training?
• How did the main character’s choices make you
feel?
• What assumptions did you make throughout the
story?
• What would you have done differently?
• This technique makes communication easier since it
is nonthreatening with no one right answer.
Storytelling.
24. Advantages
An efficient method for presenting a large
body of material to large or small groups of
employees.
A personal and face-to-face type of training.
It ensures that everyone gets the same
information at the same time.
It is cost-effective.
Storytelling grabs people’s attention.
24
25. Disadvantages
Sometimes it is not interactive.
Success of the training depends on the
effectiveness of the lecturer or teacher.
Difficult to Schedule for large no of trainees
especially when they are at multiple
locations.
Audience engagement throughout the
session is to be ensured.
Trainers are to be first trained.
Material is to be provided to trainers.
25
27. 27
Case studies. Analyzing real job-related
situations, learn how to handle similar
situations.
Active summaries. Create small groups and
ask them to summarize the lecture’s major
points.
Interactive Methods (Contd…)
28. 28
Q & A sessions. Informal Q - Ans are most
effective with small groups and for updating
skills.
Question cards. Ask students to write Q’s
on the subject matter. Collect them and
conduct a quiz/review session.
Interactive Methods (Contd…)
29. 29
By assuming roles and acting out situations
that might occur in the workplace,
employees learn how to handle various
situations before they face them on the job.
Role-playing.
Interactive Methods (Contd…)
30. 30
Participant control. Create a subject menu
of what will be covered. Ask participants to
review it.
Demonstrations. Bring tools or equipment
that are part of the training topic and
demonstrate them.
Interactive Methods (Contd…)
31. 31
Other activities.
• Create a personal action plan.
• Raise arguments to issues in the
lecture.
• Paraphrase important or complex
points in the lecture.
Interactive Methods (Contd…)
32. Advantages
Interactive sessions keep trainees engaged in
the training, which makes them more receptive
to the new information.
They make training more fun and enjoyable.
Provide ways for veteran employees to pass on
knowledge & experience to newer employees.
They can provide in-session feedback to
trainers on how well trainees are learning.
32
33. Disadvantages
Interactive sessions can take longer because
activities, such as taking quizzes or breaking
into small groups, are time-consuming.
Some methods, such as participant control,
can be less structured, and trainers will need
to make sure that all necessary information
is covered.
33
35. PART 2 - Sajid Zafar
Hands-On Training.
• On-the-Job Training (OJT).
• Self-Directed Learning.
• Simulations.
• Demonstrations.
• Coaching & Drills.
• Apprenticeships.
• Case Studies & Business Games.
• Behavior Modeling & Role Plays.
• Advantages
• Disadvantages 35
36. 36
Hands-On Training
• new or inexperienced employees learning
in the work setting.
• During work by observing learn the job.
• Useful for training newly hired
employees.
• Upgrading experienced employees’ skills.
On-the-job training (OJT).
37. Principles of On-the-Job Training
• Preparing for Instruction
• Break down the job into important steps.
• Prepare the necessary equipment, materials, and
supplies.
• Decide how much time you will devote to OJT
and when you expect the employees to be
competent in skill areas.
• Actual Instruction
• Tell the trainees the objective of the task and ask
them to watch you demonstrate it.
• Show the trainees how to do it without saying
anything.
37
38. Principles of On-the-Job Training
(Contd…)
• Explain the key points or behaviors (Write out the
key points for the trainees, if possible).
• Show the trainees how to do it again.
• Have the trainees do the entire task and praise
them for correct reproduction.
• If mistakes are made, have the trainees practice
until accurate reproduction is achieved.
• Praise the trainees for their success in learning the
task.
38
39. 39
Hands-On Training (Contd…)
• Employee experience other jobs &
Enhances employee skills.
• Companies benefits having multi job
employees.
Cross-training.
• To teach use of new equipment or
steps in process.
• Effective in teaching safety skills.
Demonstrations.
40. Hands-On Training (contd….)
• Shape inexperienced workers to fit
jobs.
• Combines supervised training by
classroom instructor.
Apprenticeships.
41. Hands-On Training (contd….)
• Improve an employee’s performance.
• Focuses on the individual needs of an
employee.
• A manager, supervisor, or veteran
employee serves as the coach.
Coaching.
43. 43
Self-Directed Learning
employees take responsibility for all aspects of learning
including when it is conducted and who will be involved.
Trainees master predetermined training content at their
own without an instructor.
Trainers serve as facilitators & evaluate learning.
Reduces costs associated with travel & meeting rooms.
Steps necessary to develop self-directed learning:
• Conduct job analysis to identify tasks that must be
covered.
• Write trainee learning objectives related to the tasks.
• Develop the content for the learning package.
• Break the content into smaller pieces (“chunks”).
• Evaluation of the self-directed learning package.
Hands-On Training (contd….)
44. 44
Hands-On Training (contd….)
training method that represents a real-
life situation.
Teach production, process skills,
management, and interpersonal skills.
Simulation
45. 45
Hands-On Training (contd….)
Case studies
• Description about how employees or an
organization dealt with a difficult situation.
• Trainees indicate the appropriate actions.
• Appropriate for developing higher order
intellectual skills such as analysis,
synthesis, and evaluation.
• Help trainees develop the willingness to
take risks given uncertain outcomes.
• The case may not actually relate to the work
situation or problem that the trainee will
encounter.
46. Process for Case Development
• Identify a story.
• Gather information.
• Prepare a story outline.
• Decide on administrative issues.
• Prepare case materials.
46
47. 47
Case Studies
The trainee is given with
some written material,
and the some complex
situations of a real or
imaginary organization.
The trainee then makes
certain judgement about
the case by identifying
and giving possible
solutions to the problem.
48. 48
Business games - require trainees to gather
information, analyze it, and make decisions.
• Primarily used for management skill development.
• Stimulates learning because participants are actively
involved & games mimic competitive nature of
business.
• Involves a contest among trainees or against an
established criterion such as time or quantity.
• Provides several alternative courses of action and
helps estimate the consequences of each alternative
with some uncertainty.
• Rules limit participant behavior.
• Simple & debriefed by a trainer to ensure learning.
Hands-On Training (contd….)
49. 49
1. Teams make business decisions
that wirelessly feed into simulation.
2.
Teams
see
business
results
from
simulation
3. Teams then
apply what they
have learned to
additional rounds.
50. 50
Role plays
• To be effective trainers need to engage in
several activities before, during, and after the
role play.
• Role plays differ from simulations on the basis
of response choices available to the trainees,
the level of detail of the situation given to
trainees, and the outcomes of the trainees’
response.
Hands-On Training (contd….)
52. 52
Hands-On Training (contd….)
• Demonstrates key behaviors to replicate and
provides trainees with the opportunity to practice
the key behaviors.
• Is more appropriate for teaching skills and
behaviors than for teaching factual information.
Behavior modeling
53. 53
Hands-On Training (contd….)
• Effective modeling displays have six
characteristics
The display clearly presents the key behaviors.
The model is credible to the trainees.
An overview of the key behaviors is presented.
Each key behavior is repeated & relationship is shown.
A review of the key behaviors is included.
Display presents positive & negative use of key behaviors.
• Application planning.
prepares trainees to use the key behaviors on the job.
It involves having all participants prepare a written
document identifying specific situations in which they
should use the key behaviors.
54. 54
Introduction (45 mins)
• Watch video that presents key behaviors.
• Listen to rationale for skill module.
• Discuss experiences in using skill.
Skill Preparation and Development (2 hrs.30 mins)
• View model.
• Participate in role plays and practice.
• Receive oral and video feedback on performance of key
behaviors.
Application Planning (1 hr)
• Set improvement goals.
• Identify situations in which to use key behaviors.
• Identify on-the-job applications of the key behaviors.
Activities - Behavior Modeling Training
Program
55. 55
Get all relevant information by:
• Rephrasing the question or problem to see if new issues
emerge.
• Listing the key problem issues.
• Considering other possible sources of information.
Identify possible causes.
If necessary, obtain additional information.
Evaluate the information to ensure that all essential
criteria are met.
Restate the problem considering new information.
Determine what criteria indicate that the problem or
issue has been resolved.
Example of Key Behaviors in Problem
Analysis
56. Advantages
Hands-on training methods are effective for
training in new procedures and new equipment.
They are immediately applicable to trainees’
jobs.
They allow trainers to immediately determine
whether a trainee has learned the new skill or
procedure.
56
57. Disadvantages
Not good for large groups if you do not have enough
equipment/ machines for everyone to use.
Personal coaching can be disruptive to the coach’s
productivity.
Apprenticeship can be expensive for companies paying for
employees who are being trained on the job and are not yet
as productive as regular employees.
Managers and peers may pass on bad habits as well as
useful skills.
Unstructured OJT can result in poorly trained employees.57
58. PART 3 - Nazish Khurshid
Computer-Based
Training (CBT).
• CD-ROM
• Multimedia.
• Virtual reality.
• Advantages
• Disadvantages
58
Online or E-Learning.
• Web-based training.
• Video or Audio
conferencing.
• Web meetings.
• Online universities.
• Collaborative
document
preparation.
• E-mail.
• Advantages
• Disadvantages
60. Computer Based Training
Computer-based training (CBT) is any course of
instruction whose primary means of delivery is a
computer.
CBT can be used to teach almost any
conceivable subject, but it is especially popular
for computer-related studies.
Example
CBT to learn how to run a particular computer
application, such as Microsoft Excel, or to learn a
computer programming language, such as Visual
Basic.
62. Compact Disc Read Only Memory (CD-ROM)
Multimedia
Virtual reality
Computer Based Training (Contd…)
63. CD-ROM
CD-ROM refers to a technology in which a range
of data types, such as text, graphics, audio,
photographs, and video can all be stored in
digital form and accessed by conventional
Personal Computers.
CD-ROM programs for education include the
following:
– Essay Writing
– A Talking Dictionary
– Phonetic
66. 66
• Referred to as computer-simulated life,
replicates an environment that simulates
physical presence in places in the real
world or imagined worlds
• Virtual reality can recreate sensory
experiences, which include virtual
taste, sight, smell, sound, and touch
69. Advantages
Availability
Reduce training costs
Consistence
Language flexibility
Cut classroom/storage space
Fewer staff off floor at once
Documentation 69
72. E- learning
E-learning
The use of the Internet and related
technologies for the development, distribution
and enhancement of learning resources
Provides students and professional with skills
for career advancement, enabling busy
people to learn new technologies
74. Web-based training
Web-based training is anywhere, any-time
instruction delivered over the Internet or a
corporate�intranet to browser-equipped
learners
There are two primary models of Web-based
instruction
Synchronous (instructor-facilitated)
Asynchronous (self-directed, self-paced)
75. Video/Audio Conferencing
Set of telecommunication technologies which
allow two or more locations to communicate by
simultaneous two-way video and audio
transmissions
These methods allow the trainer to be in one
location and trainees to be scattered in several
locations.
Web meetings, or WEBINARS . This method
contains audio and visual components. Q & A
sessions may also be held at the end of
sessions.
76. Advantages
E-learning is more cost effective than traditional
learning
Diminishes problems related to in-classroom teaching
of audiences
Reduced learning time
E-learning delivers teaching material and learning
activities in a flexible format
76
77. Disadvantages
Limited access to a computer as well as the Internet
Required computer skills especially for beginners
More stressful and consumed more time by the
beginning to learn the technology
77
79. PART 4 - Raja Manzar
Group Building
Methods.
• Experiential learning.
• Team Training.
• Cross training
• Coordination training
• Team leader training
• Adventure Learning.
• Action Learning.
79
Comparison of training
methods by Chart
Choosing a Training
Method.
Training system being
used by TCS (TATA
Motors, India).
80. 80
Group Building Methods
Training methods designed to improve
team or group effectiveness.
Experiential learning. 4 stages are:
gain conceptual knowledge and theory.
take part in a behavioral simulation.
analyze the activity.
connect the theory and activity with on-the-job
or real-life situations.
81. 81
Experimental Learning Cycle
DO IT.
What?
What happened?
What were the
results?
So What?
What do these
results imply? How
did I influence the
outcome?
Now What?
What will I do
differently next
time?
83. 83
Group Building Methods (Contd…)
Adventure learning. focuses on development of
teamwork & leadership skills through structured activities.
• Includes wilderness training, outdoor training, drum
circles, and even cooking classes.
• Develop group effectiveness skills i.e, self-awareness,
problem solving, conflict management, risk taking.
• To be successful:
Exercises should be related to the types of skills that
participants are expected to develop.
After the exercises, a skilled facilitator should lead a
discussion about:
what happened in the exercise.
what was learned.
how events in the exercise relate to job situation.
how to apply what was learned on the job.
84. 84
Group Building Methods (Contd…)
Team training. Coordinates the performance of
individuals who work together to achieve a
common goal.
Teams that are effectively trained, develop
procedures to identify and resolve errors,
coordinate information gathering, and reinforce
each other.
The three components of team performance:
knowledge, attitudes, and behavior.
85. 85
Tools
• Team Task Analysis
• Performance
measurement
• Task Simulation & Exs
• Feedback
• Principles
Methods
• Information based
• Demonstration based
• Video
• Practice based
• Guided practice
• Role play
Strategies
• Cross training
• Coordination training
• Team leader training
Team Training Objectives
Content
Knowledge, Skills, Attitudes
86. 86
Cross training
• Team members understand each other’s
skills.
• They practice each other’s skills.
• members are prepared to step in and take
the place of a member who may temporarily
or permanently leave the team.
• Research suggests that most work teams
would benefit from providing members with
at least enough understanding of
teammates’ roles to discuss trade-offs of
various strategies and behaviors that affect
team performance.
87. 87
Coordination training
• instructs the team in how to share
information & decision-making
responsibilities to maximize team
performance.
• Coordination training is especially important
for commercial aviation or surgical teams.
(share information to make the most
effective decisions regarding patient care or
aircraft safety and performance).
88. 88
Team leader training
• Training that the team manager or facilitator
receives.
• Training the manager on how to resolve
conflict within the team or helping the team
coordinate activities or other team skills.
• Example. a lecture or video may be used to
disseminate knowledge regarding
communication skills to trainees.
89. 89
Group Building Methods (Contd…)
Action learning
• Gives teams or work groups an actual
problem, has them solve it and commit to an
action plan, and holds them accountable for
carrying out the plan.
• Addresses how to change the business,
better utilize technology, remove barriers
between the customer and company, and
develop global leaders.
92. 92
Identify the type of learning outcome that you
want training to influence.
Consider the extent to which the learning
method facilitates learning & transfer of training.
Evaluate the costs related to development and
use of the method.
Consider the effectiveness of the training
method.
94. What is TCS. An IT services, consulting and
business solutions organization that delivers real
results to global businesses, ensuring a level of
certainty that no other firm can match.
History. Established in 1968 as a division of Tata
Sons Limited. TCS Ltd. got incorporated as a
separate entity on January 19, 1995.
Mission. To help customers achieve their
business objectives by providing innovative, best-
in-class consulting, IT solutions and services & to
make it a joy for all stakeholders to work with us.
95. TCS training methods has been divided
into 2 methods.
On-the-job training methods
Off-the-job training methods
96. On-the-job training methods
• Coaching
• Job Rotation
• Tata International Internship Programme
• Understudy
97. Off-the-job training methods
• Lectures and Conferences
• Vestibule Training
• Simulation Exercises
• Sensitivity Training
• Transactional Training
98. • Simulation is any artificial environment
exactly similar to the actual situation. There
are four basic simulation techniques used for
imparting training:
• Management Games
• Case study
• Role playing
• In-basket training
Editor's Notes
Sources: Mesa Community College, http://ctl.mc.maricopa.edu/blogcast/?p=118.
John Wesley College, www.johnwesley.edu/site/templates/CM311/Dales_Cone.pdf.
Dale, E. (1969). Audiovisual Methods in Teaching, third edition. New York: The Dryden Press; Holt, Rinehart and Winston.
In the 1960s, Edgar Dale theorized that learners retain more information from what they do as opposed to what they hear, read or observe. From this theory, he developed the Cone of Learning. This is a learning-by-doing theory, also referred to as experiential learning or action learning. Generally, everything above the 70% line – all that is read, heard, seen, or seen and heard in conjunction is considered passive learning. Action learning is below the 70% line. It includes what learners say and write and what they do. Trainers can use the cone of learning to choose the most appropriate training methods for accomplishing their learning objectives.
Sources: Mesa Community College, http://ctl.mc.maricopa.edu/blogcast/?p=118.
John Wesley College, www.johnwesley.edu/site/templates/CM311/Dales_Cone.pdf.
Dale, E. (1969). Audiovisual Methods in Teaching, third edition. New York: The Dryden Press; Holt, Rinehart and Winston.
Remember what we learned about Kolb’s learning cycle in Unit 3.
Kolb describes a four-stage cyclical theory of learning in which the learner begins with a concrete experience. The learner then observes and reflects on the experience to form a concept or theory of what is observed. In the final stage, the learner tests their new understanding for use in future situations.