This document discusses training and development in organizations. It begins by defining training and development as formal efforts to improve employee performance and self-fulfillment through educational methods. It emphasizes that ongoing training is vital for business success. The document then covers the philosophy, concepts, definitions, objectives, importance and process of training. It distinguishes between training, which improves current job skills, and development, which enhances conceptual skills for future roles. The overall goal of training is to reduce gaps between required and actual employee performance.

1. TRAINING &
DEVELOPMENT

2. INTRODUCTION
 Training and development describes the formal, ongoing
efforts that are made within organizations to improve the
performance and self-fulfillment of their employees
through a variety of educational methods and
programmes.
 In fact, the quality of employees and the continual
improvement of their skills and productivity through
training are now widely recognized as vital factors in
ensuring the long-term success and profitability of small
businesses. "Create a corporate culture that supports
continual learning," counseled Charlene Marmer Solomon
in Workforce. "

3. PHILOSOPHY OF TRAINING
 According to S Chandran, management of the
organization firmly believes that human assets
unlike other asset cannot be depreciated and
must necessarily be appreciated over entire
tenure. Therefore training is regarded as
investment and not a cost. Even long-term
intangible gains such as attitude change, are to be
considered as valuable returns. Training is
considered as vehicle for effective communication
and coordination.

4. CONCEPT & DEFINITION
 It is about developing employees as an
individual to make them capable and
confident in their jobs, and consequently in
their life. Thus it is an organized process for
increasing the knowledge and skill of the
employees. Consequently it is a process
aimed at changing the behavior in such a
way that the consequence would be useful
for the upliftment of the organization.

5. CONCEPT & DEFINITION
 According to Wayne F Cascio ―Training
consists of planned programme designed to
improve performance at the individual,
group, and /or organizational levels.
Improved performance, in turn, implies
that there have been measurable changes in
knowledge, skills attitude, and/or social
behavior.

6. CONCEPT & DEFINITION
 Training is considered as a tool for HRD. Training
has immense potential in transfer and utilization
of latest technical know-how, leadership
development, organization of people, formation
of self-help-groups, mobilization of people as
well as resources, empowerment of resource-poor
rural mass, entrepreneurship development, etc.,
which are considered essential components of
HRD.

7. CONCEPT OF DEVELOPMENT
 Development is related to enhancing the
conceptual skills of the employee, which helps
individual towards achieving maturity and self
actualization.
 In the words of Michael Armstrong ― Employee
development, often referred to as human resource
development (HRD) is about the provision of
learning, development and training opportunities
in order to improve individual, team and
organizational performance.

8. Distinction between Training & Development
TRAINING DEVELOPMENT
Vocationally oriented and on the job
and so it is short term
A long term process for developing
conceptual skills
It is generally for non managerial
personnel
It is generally for managerial personnel
It is imparting of technical and
mechanical knowledge
It is theoretical and conceptual idea
implementation.
It is related with specific job It is aimed at acquiring general
knowledge
A mechanic who repairs generator
better than engineer is only trained
An engineer may not be better
mechanic but he has theoretical and
conceptual skill as well as knowledge of
principles of engineering

9. Distinctions between Training & Development
Learning
Dimensions
Training Development
Who Non managerial
Personnel
Managerial Personnel
What Technical &
Mechanical
Conceptual ideas
Why For Specific jobs For a variety of jobs
When Short term Long term

10. NEED FOR TRAINING
 As Price has observed, a training need exists when
there is a gap between the present performance of
an employee or group of employees, and the
desired performance. The success of business
operations depends upon the ups and downs of the
employee performances.
 Hence, the HR managers started looking for the
methods to boost the performance and efficiency
of its workforce to carry out the work today, and to
train them for meeting tomorrow's goals.

11. NEED FOR TRAINING
 To improve the efficiency of employees
 To reduce wastage of time and money,
 To have quality output,
 To bring down supervision,
 To have preventive maintenance,
 To achieve optimum performance,
 To boost morale of employees,
 To prepare workforce for future challenging work,
 To reduce absenteeism,
 To bring down the grievances,
 To build career by personal growth,

12. TRAINING OBJECTIVES
 Individual Objectives – They help employees in
achieving their personal goals, which in turn,
enhances the individual contribution to an
organization.
 Organizational Objectives – They assist the
organization with its primary objective by bringing
individual effectiveness.
 Functional Objectives – They maintain the
department‘s contribution at a level suitable to the
organization‘s needs

13. TRAINING OBJECTIVES
Societal Objectives – They ensure that an organization
is ethically and socially responsible to the needs and
challenges of the society.
Following can be briefly summarized as training objectives.
 To create constant awareness in the minds of all sections of
employees of the mission of the industry, its objective and
goals.
 To encourage self-development to achieve organization
goals with a sense of belonging and commitment to
organization and thereby ensuring development of a
proper work ethos in the Industry and fostering of team
spirit

14. TRAINING OBJECTIVES
• To identify the training needs of the entire personnel in
industry in keeping with the corporate plans and in
consultation with the user departments.
• To impart knowledge and skills necessary for performing the
job efficiently and effectively and to keep the employees to
acquire necessary conceptual, technical, human and
managerial skills in the areas of decision-making and problem-
solving.
• To make available in adequate number sufficiently trained
manpower to meet the diverse needs of a rapidly growing
industry.

15. TRAINING OBJECTIVES
• To organize special training programmes to improve
employment opportunities as well as career prospects of
persons belonging to SC/ST, minorities, handicapped, ex-
servicemen, etc.
• To organize training activities as aids to:
Career Planning and growth
Succession planning.
• To educate and equip the employees to respond to the
expectations of customers, and to accept responsibilities
to attain a sense of achievement.

16. TRAINING OBJECTIVES
• To achieve effectiveness of training through
tapping the in-house training facilities as well as
sources available externally in a balanced manner so
as to develop internal faculty support at all levels
and disciplines.
 To promote research and development activities
and to establish linkages with the operational
front

17. IMPORTANCE OF TRAINING
 (I) Quick learning : Training helps to reduce the
learning time to reach the acceptable level of
performance. The employees need not learn by
observing others and waste time if the formal
training programme exists in the organization. The
qualified instructors will help the new employees
to acquire the skills and knowledge to do particular
jobs quickly.

18. IMPORTANCE OF TRAINING
 (II) Higher productivity: Training increases the
skill of the new employees in the performance
of a particular job. An increase in skill usually
helps in increase in both quantity and quality of
output .Training is also of great help to the
existing employees. It helps them to increase
their level of performance on their present job
assignment and prepares them for future
assignment.

19. IMPORTANCE OF TRAINING
 (III) Standardization of procedures: With the help
of training, the best available methods of
performing the work can be standardized and
taught to all employees. Standardization will make
high level of performance rule rather than exception.
 (IV) Less supervision : If the employees are given
adequate training, the need of supervision will be
lessened. Training does not eliminate the need of
supervision but it reduces the need of detailed and
constant supervision.

20. IMPORTANCE OF TRAINING
 (V) Economical operations : Trained
personnel will be able to make better and
economical use of materials and equipment
.wastage will be also low .In addition, the
rate of accidents and damage to machinery
and equipment will be kept to the minimum
by the trained employees .these will lead to
lower cost of production per unit

21. IMPORTANCE OF TRAINING
 (VI) Higher morale : The morale of employees is
increased if they are given proper training. A good
training programme will mould employee’s attitudes
towards organizational activities and generate better
cooperation and greater loyalty.
 (VII) Preparation of future managers: When totally
new skills are required by an organization, it has to
face great difficulties in the selection process .Training
can be used in spotting out promised men and
preparing them for promotion

22. STEPS IN TRAINING PROCESS

23. STEPS IN TRAINING PROCESS
1) Needs Assessment
 The first step in the training process is to assess the
need for training the employees. It analysis what are
the long term requirements of the organization and
what does the organization expects from the
employees.
 If there is a mismatch between the skills and
knowledge required, it means there is a learning gap.
To assess this learning gap three elements is closely
examined.

24. STEPS IN TRAINING PROCESS
 Organization analysis: The objectives of the organization are studied.
The end result that a company wants to achieve is examined in context to
how it uses its resources to achieve the same. Organizations’ internal and
environment is also considered.
 Operation Analysis: A job requires a combination of different activities
for successful completion. Operation analysis focuses on the needs, skills,
knowledge, and attitude required to efficiently complete the job.
 Person analysis: In-person analysis the focus is on the employee who
has to perform the job. It is analyzed whether the performance of the
employee is satisfactory and he is being able to achieve the organizational
goal.

25. STEPS IN TRAINING PROCESS
2) Defining Training Objective
 After deriving the learning gap
organizations should define the learning
objective. Goals and objective of training
becomes the foundation of the training
initiatives.
 Hence determining the training objectives
gives a direction to the entire learning
program.

26. STEPS IN TRAINING PROCESS
3) Designing a Training Program
 Who will be the trainer: As per the skill and knowledge
required for effective training; it should be decided upon who
will conduct the training program. It can be a supervisor,
university faculty, Industrialist, HR staff, consultants, etc.
 Who needs to be trained: It is to be decided who all needs to be
trained to fill the learning gap. It can be on the basis of self-
motivation, recommendation by supervisors of HR
department itself.
 Training Methods: Trainer should have complete information
about the participants and their profile so that he can choose
the learning methods that best suits their requirements. The
training content is prepared based on the specific areas that
need development.

27. STEPS IN TRAINING PROGRAMMES
4)Implementation of the Training Program
 Refers to putting the training plan into
action. There should be a proper
environment created which is conducive to
learning. It should be preferably a
participative approach and trainer should
promote role-playing and interactive games
to keep the trainees involved

28. STEPS IN TRAINING PROCESS
5)Evaluation and Follow up
 Training evaluation is done to check whether the
goals and objectives of the training have been
achieved or not. Feedback needs to be taken from
the participants on the training results.
 A follow up can be done by asking the supervisors
whether the participants are applying the skills
learned in the learning program on their day to day
job.

29. Areas of Training
 Company Policies and Procedures:
This area of training is to be provided with a view
to acquainting the new employee with the
Company Rules, Practices, Procedures, Tradition,
Management, Organization Structure,
Environment Products & Services offered by the
company etc. This acquaintance enables the new
employee to adjust himself with the changing
situations.

30. Areas of Training
Training in Specific Skills :
This area of training is to enable the employee more
effective on the job. The trainer trains the employee
regarding various skills necessary to do the actual job. For
example, the clerk in the bank should be trained in the
skills of making entries correctly in the edge, skills and
arithmetical calculations, quick comparison of figures,
entries and the like. Similarly, the technical officers are to be
trained in the skills of project appraisal, supervision, follow-
up and the like.

31. Areas of Training
Human Relations Training
Human relations training assumes greater significant in
organizations as employees have to maintain human
relation not only with other employees but also with
their customers. Employees are to be trained in the areas
of self learning, interpersonal competence, group
dynamics, perception, leadership styles, motivation,
grievance redresses, disciplinary procedure, and the like.
This training enables the employees for better team
work, which leads to improved efficiency and
productivity of the organization

32. Areas of Training
Problem Solving Training:
Most of the organizational problems are common to the
employees dealing the same activity at different levels of
the organization. Further some of the problems of
different managers may have the same root cause. Hence,
management may call together all managerial personnel
to discuss common problems so as to arrive at affective
solutions across the table. This not only helps in solving
the problem but also serves as a forum for the exchange of
ideas and information that could be utilized.

33. Areas of Training
 Managerial and Supervisory Training:
Even the non-managers sometimes perform
managerial and supervisory functions like
planning, decision-making , organizing,
maintaining inter-personal relations,
directing and controlling. Hence
management has to train the employee in
managerial and supervisory skills also.

34. Areas of Training
Apprentice Training:
The Apprentice Act, 1961 requires industrial units of
specified industries to provide training in basic skills
and knowledge in specified trades to educated un-
employees / apprentices with a view to improve their
employment opportunities or to enable them to start
their own industry. This type of training is between
one to four years. This training is generally used for
providing technical knowledge in the areas like
trades, crafts etc.