Training l8
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This document discusses employee training. It defines training as a planned program designed to improve employee performance and bring about measurable changes in knowledge, skills, attitudes, and behaviors. Training focuses on improving skills for a particular job, correcting performance deficiencies, and improving short-term performance. It is more narrowly focused than development, which aims to improve an employee's overall personality. Training benefits both the business by improving efficiency and the employee by making them more valuable and able to advance their careers. The document outlines different types of training methods including on-the-job and off-the-job approaches.
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Job methods
This document discusses different training methods used to improve employee performance. It describes on-the-job training methods like coaching, mentoring, job rotation, and apprenticeship. Off-the-job methods include lectures, demonstrations, case studies, simulations, and role plays. On-the-job training is more practical and relevant to the actual job but can be distracting, while off-the-job training allows employees to learn from experts in a focused environment but is more costly. Both methods have merits like improving skills but also demerits such as lost productivity time. The document provides details on various training techniques organizations can use to enhance their workforce.
Week 10 training methods
The document discusses various training methods including lectures, audiovisual instruction, on-the-job training, self-directed learning, apprenticeships, simulations, case studies, business games, role plays, behavior modeling, team training, adventure learning, and scenario-based training. It provides the advantages and disadvantages of each method and discusses key elements to make certain methods like on-the-job training, self-directed learning, behavior modeling, and adventure learning effective.
Off the job training
This document discusses off-the-job training methods. It describes off-the-job training as training that occurs away from employees' normal jobs. Some common methods are discussed, including case studies, role playing, lectures, vestibule training, brainstorming, and group discussions. Advantages are that a wider range of skills can be obtained and employees are more confident and polished. Disadvantages include increased costs and lost working time when employees are away from their jobs for training.
Methods of Training
The document discusses different types of employee training. It defines training as equipping employees with required knowledge and skills. There are advantages to both employees and employers, such as reduced learning time, better performance, and career development. The two main types of training are on-the-job training, where employees learn from peers, and off-the-job training, where learning takes place away from the work environment. Specific on-the-job methods include coaching, apprenticeships, job rotation, and internships. Off-the-job methods include conferences, vestibule schools, films, case studies, and computer modeling.
Traditional training methods_section_c_2015_batch
The document outlines an agenda for a training program that discusses traditional and modern training methods. It introduces traditional methods like lectures, audiovisual presentations, and on-the-job training. It then explores presentation methods, hands-on methods like simulations and role plays, and group building techniques including adventure training and action learning. The conclusion states that the training program involves groups reviewing service scenarios to consider best practices for employee service delivery.
TRAINING METHOD :)
This document discusses training methods and focuses on demonstrations. It defines demonstrations as a method where trainees observe an instructor portray a procedure or skill. Demonstrations are most effective for teaching skills when combined with discussion and opportunities for trainees to practice. They work best for small groups when the instructor can provide individual attention. While demonstrations provide a visual learning experience, they require significant preparation and flexibility from the instructor to ensure all trainees understand.
Trainning and development (t&d)
This document outlines the key aspects of training and development (T&D) within an organization. It discusses the differences between training, which helps employees perform their current jobs, and development, which prepares them for future career growth. The training process involves assessing needs, ensuring readiness, planning programs, selecting trainers and methods, implementing training, and evaluating effectiveness. Some common training methods mentioned are on-the-job training, lectures, role-playing, case studies, and computer simulations. The goals of development are to reduce turnover and fill jobs internally by growing existing employees' skills. Challenges to development include addressing employee obsolescence and technological changes.
Methods of training
On the Job Training methods include coaching, mentoring, job rotation, job instructional technique (JIT), apprenticeship, and understudying. These methods have trainees learn by observing managers and peers perform jobs, with the goal of imitating their behaviors without disrupting regular work. Trainees learn on actual machines and follow approved standards while earning. Coaching and mentoring are one-on-one and help transfer theory to practice, but can perpetuate existing practices. Job rotation exposes employees to related jobs to prevent boredom and develop relationships. JIT provides step-by-step instruction to ensure learning. Apprenticeship and understudying involve long-term training under experts through experience and observation.
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This document discusses different training methods used to improve employee performance. It describes on-the-job training methods like coaching, mentoring, job rotation, and apprenticeship. Off-the-job methods include lectures, demonstrations, case studies, simulations, and role plays. On-the-job training is more practical and relevant to the actual job but can be distracting, while off-the-job training allows employees to learn from experts in a focused environment but is more costly. Both methods have merits like improving skills but also demerits such as lost productivity time. The document provides details on various training techniques organizations can use to enhance their workforce.
Week 10 training methods
The document discusses various training methods including lectures, audiovisual instruction, on-the-job training, self-directed learning, apprenticeships, simulations, case studies, business games, role plays, behavior modeling, team training, adventure learning, and scenario-based training. It provides the advantages and disadvantages of each method and discusses key elements to make certain methods like on-the-job training, self-directed learning, behavior modeling, and adventure learning effective.
Off the job training
This document discusses off-the-job training methods. It describes off-the-job training as training that occurs away from employees' normal jobs. Some common methods are discussed, including case studies, role playing, lectures, vestibule training, brainstorming, and group discussions. Advantages are that a wider range of skills can be obtained and employees are more confident and polished. Disadvantages include increased costs and lost working time when employees are away from their jobs for training.
Methods of Training
The document discusses different types of employee training. It defines training as equipping employees with required knowledge and skills. There are advantages to both employees and employers, such as reduced learning time, better performance, and career development. The two main types of training are on-the-job training, where employees learn from peers, and off-the-job training, where learning takes place away from the work environment. Specific on-the-job methods include coaching, apprenticeships, job rotation, and internships. Off-the-job methods include conferences, vestibule schools, films, case studies, and computer modeling.
Traditional training methods_section_c_2015_batch
The document outlines an agenda for a training program that discusses traditional and modern training methods. It introduces traditional methods like lectures, audiovisual presentations, and on-the-job training. It then explores presentation methods, hands-on methods like simulations and role plays, and group building techniques including adventure training and action learning. The conclusion states that the training program involves groups reviewing service scenarios to consider best practices for employee service delivery.
TRAINING METHOD :)
This document discusses training methods and focuses on demonstrations. It defines demonstrations as a method where trainees observe an instructor portray a procedure or skill. Demonstrations are most effective for teaching skills when combined with discussion and opportunities for trainees to practice. They work best for small groups when the instructor can provide individual attention. While demonstrations provide a visual learning experience, they require significant preparation and flexibility from the instructor to ensure all trainees understand.
Trainning and development (t&d)
This document outlines the key aspects of training and development (T&D) within an organization. It discusses the differences between training, which helps employees perform their current jobs, and development, which prepares them for future career growth. The training process involves assessing needs, ensuring readiness, planning programs, selecting trainers and methods, implementing training, and evaluating effectiveness. Some common training methods mentioned are on-the-job training, lectures, role-playing, case studies, and computer simulations. The goals of development are to reduce turnover and fill jobs internally by growing existing employees' skills. Challenges to development include addressing employee obsolescence and technological changes.
Methods of training
On the Job Training methods include coaching, mentoring, job rotation, job instructional technique (JIT), apprenticeship, and understudying. These methods have trainees learn by observing managers and peers perform jobs, with the goal of imitating their behaviors without disrupting regular work. Trainees learn on actual machines and follow approved standards while earning. Coaching and mentoring are one-on-one and help transfer theory to practice, but can perpetuate existing practices. Job rotation exposes employees to related jobs to prevent boredom and develop relationships. JIT provides step-by-step instruction to ensure learning. Apprenticeship and understudying involve long-term training under experts through experience and observation.
Traditional training methods
Traditional training methods can be divided into three categories: presentation methods, hands-on methods, and group building methods. Presentation methods include lectures, audio/visual techniques, and student presentations. Hands-on methods involve trainees directly in learning through on-the-job training, simulations, case studies, role plays, and behavior modeling. Group building methods develop teamwork and leadership skills through adventure learning, team training, action learning, and experimental training. Overall, traditional training provides various interactive experiences to review real-life situations and improve employees' job performance.
Trainning and development
Training and development programs were outlined for an organization. Key points included:
1) The purpose of training is to help employees acquire job-related skills and apply them on the job, while development provides managers opportunities to learn and grow over the long term.
2) When planning training programs, objectives must be set to communicate the focus to trainees. Various types of programs include induction, job-specific, promotional, and refresher training.
3) Common training methods mentioned were on-the-job training, lectures, role playing, case studies, and computer-based learning. Methods for developing managers included observation, rotation, committees, and conferences.
Different methods of training
The document discusses three main methods of training: lecture method, demonstration method, and practical exercise. The lecture method involves a trainer disseminating information to students. The demonstration method shows trainees how to perform a task. The practical exercise method allows students to actively participate and apply knowledge through activities like role playing and group work.
Training and development of employees
The document discusses training and developing employees. It describes the orientation and training processes. The orientation process helps new employees feel welcome and understand expectations, facilities, policies, and benefits. Training teaches new skills and reduces liability risks. Effective training is aligned with company strategy and fosters learning and performance. Key steps in training include needs analysis, instruction design, implementation, and evaluation. Various training methods are outlined such as on-the-job training, lectures, e-learning, and behavior modeling. Change management and evaluating the impact of training are also summarized.
Training Costs Analysis Model Overview
This document discusses the costs of in-service training programs for care provider agencies. It outlines three categories of costs: trainee costs, trainer costs, and facilities costs. Trainee costs include travel, meals, salary compensation, and overtime costs when employees attend training. Trainer costs include similar expenses for the employees conducting the training. Facilities costs capture expenses for using space and materials. The document encourages analyzing these costs using a financial model that can project total annual costs under different parameters and training scenarios. It provides a link to download a free model to analyze your own organization's in-service training costs.
Training- types & methods
types of training and methods of training --- on-the-job training methods and off-the-job training methods.
Training methods
This document discusses web-based training as an off-the-job training method. It defines web-based training as instruction delivered over the internet or intranet to employees. There are two models: synchronous training facilitated by an instructor, and asynchronous self-paced training. Instruction can be delivered through static methods like web pages and videos or interactive methods like chats and video conferencing. The document gives examples of how HP and IBM use web-based training to provide standardized training to large numbers of employees across locations cost-effectively.
Off the job training
This document discusses various off-the-job training methods including vestibule training, lectures, audio-visuals, simulation, case study, role play, and sensitivity training. Vestibule training uses simulated equipment to allow trainees to learn without production pressure. Lectures verbally present information from experts. Audio-visuals provide realistic job examples through technology. Simulation recreates actual job conditions to practice decision making. Case studies describe real situations for analysis and problem solving. Role play enacts scenarios to create realistic experiences. Sensitivity training reveals personal qualities and issues through small group interactions.
Training & Development - Training Techniques & Aida
This presentation may serve the needs of working managers as well as students of HRM & HRD to some extent.
Types of training
This document outlines different types of training provided to employees. It discusses skills training, technical skills training, refresher training, cross-functional training, team training, diversity training, literacy training, safety training, legal training, ethics training, human relations training, and quality training. The goal of training programs is to improve employee performance and knowledge in order to better perform their jobs.
Human resource management - Learning and Development (on the job and Off the ...
This document discusses training and development in human resource management. It defines training and development as attempts to improve employee performance through learning and skills development. The importance of training is outlined, including removing performance issues, increasing flexibility and reducing accidents. Steps in conducting training are identified as identifying needs, setting objectives, selecting methods, implementing programs, and evaluating. On-the-job and off-the-job training methods are described along with their advantages and disadvantages. Specific on-the-job methods include job rotation, coaching, and apprenticeships, while off-the-job methods include lectures, simulations, and programmed instruction.
Hrm (on the job training)
The document discusses training and development for teachers. It states that supporting teacher professional development through quality training leads to improved learner outcomes. Training is defined as increasing job-related knowledge and skills for a specific purpose, while development involves gaining conceptual and theoretical knowledge over the long term. The training and development process involves identifying needs, preparation, performance trials, follow up, and evaluation. Recommendations include using interactive training methods and increasing the number and variety of programs offered. The conclusion is that teachers will be more engaged if training helps them apply new skills and institutions should have clear training policies.
Training and Development
The document outlines seven principles for effectively delivering training: 1) The learning specialist must be knowledgeable in the material. 2) The learner must pay attention. 3) The language used must be common to both parties. 4) New information must relate to what is already known. 5) The teaching process must engage the mind. 6) Learning must turn understanding into habit. 7) Review and application of the material is important. For each principle, rules for effective application are provided.
On the job training
This document discusses various methods of on-the-job training. It defines on-the-job training as employee training at the workplace while performing actual job duties. Some key on-the-job training methods discussed include job rotation, job instruction, committee assignments, apprenticeships, coaching, mentoring, and internships/understudies. The document also differentiates between education, training, and development.
Off the job training
This document describes various off-the-job training methods including vestibule training, lectures, audio-visuals, programmed instruction, computer-aided instruction, simulation, case study, role-playing, sensitivity training, discussion, demonstration, brainstorming, and field trips. It provides details on how each method works and its advantages and disadvantages.
Traditional & Modern methods of training
This document discusses traditional and computer-based training programs. It outlines several presentation methods for traditional training including lectures, audio-visual techniques, hands-on methods, and group building methods. Computer-based training involves the use of computers and can be delivered online, via web-based programs, or on mobile devices. Common types of computer-based training include demonstrations, tutorials, and simulations. While computer-based training has benefits like flexibility and feedback, it also has drawbacks such as high costs and limited interaction.
Training methods
The document discusses various training methods used by organizations. It describes training as part of human resource development aimed at improving employee skills and performance. The objectives of training are to orient new employees, help employees perform current and future jobs, keep employees informed, and provide opportunities for personal development. Effective training methods motivate improvement, encourage active participation, promote transferring learning to jobs, and provide timely feedback. Cognitive "off the job" methods include lectures, e-learning, simulations, and case studies. Behavioral "on the job" methods involve learning by doing through job rotation, coaching, apprenticeships, and internships.
On The Job Training
1) On-the-job training (OJT) is the most common and cost-effective type of employee training where new employees learn by doing actual work or observing others perform tasks.
2) OJT involves an experienced employee or supervisor demonstrating job duties and guiding a new employee as they learn. It has low costs but requires structured planning and evaluation for best results.
3) An effective OJT program includes analyzing training needs, designing training based on tasks, implementing training schedules, and evaluating the program's effectiveness in meeting business goals. OJT keeps a company's workforce knowledgeable and competitive.
Ojt Trainingslides[1]
The document discusses on-the-job training (OJT), including how it can be used in organizations, how it works, and an example. OJT involves training employees at work during their normal day through practice, feedback, and guidance. It can teach single skills or be used with other training. OJT is important because it grounds learning in real-world tasks and practice. Structured OJT prepares trainees, presents training, gets feedback, and evaluates performance. The example describes how an aerospace company improved inspections through developing OJT procedures.
On the job training methods
The document outlines the ADDIE model for developing an on-the-job training program. The 5 phases of the ADDIE model are: 1) Analyze the training needs, objectives, and resources; 2) Design the training program outline and materials; 3) Develop the full training materials and instructions; 4) Implement the training by instructing employees; 5) Evaluate the training effectiveness and employees' mastery of the material. The document provides details on activities and considerations for each phase of the ADDIE model in developing and delivering a successful on-the-job training program.
L10 training
Training involves teaching employees skills to perform their jobs, through a planned program to improve knowledge, skills, attitudes, and behaviors. Development builds future competencies through continuous learning. Training focuses on current job skills while development has a longer term perspective. Common training methods include on-the-job techniques like coaching and mentoring, and off-the-job approaches like lectures and role playing.
Training and development unit 1
The document discusses the concepts of training, its aims, roles, need and importance. It describes that the aim of training is to develop the skills and knowledge of trainees to perform tasks efficiently. Training is a learning process that involves acquiring new skills and applying them in practice. It increases employee efficiency, morale and organizational viability. Rapid technological changes and need for career advancement make training necessary. The document also discusses different learning principles, types, methods, requisites and pitfalls of effective training.
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Traditional training methods
Traditional training methods can be divided into three categories: presentation methods, hands-on methods, and group building methods. Presentation methods include lectures, audio/visual techniques, and student presentations. Hands-on methods involve trainees directly in learning through on-the-job training, simulations, case studies, role plays, and behavior modeling. Group building methods develop teamwork and leadership skills through adventure learning, team training, action learning, and experimental training. Overall, traditional training provides various interactive experiences to review real-life situations and improve employees' job performance.
Trainning and development
Training and development programs were outlined for an organization. Key points included:
1) The purpose of training is to help employees acquire job-related skills and apply them on the job, while development provides managers opportunities to learn and grow over the long term.
2) When planning training programs, objectives must be set to communicate the focus to trainees. Various types of programs include induction, job-specific, promotional, and refresher training.
3) Common training methods mentioned were on-the-job training, lectures, role playing, case studies, and computer-based learning. Methods for developing managers included observation, rotation, committees, and conferences.
Different methods of training
The document discusses three main methods of training: lecture method, demonstration method, and practical exercise. The lecture method involves a trainer disseminating information to students. The demonstration method shows trainees how to perform a task. The practical exercise method allows students to actively participate and apply knowledge through activities like role playing and group work.
Training and development of employees
The document discusses training and developing employees. It describes the orientation and training processes. The orientation process helps new employees feel welcome and understand expectations, facilities, policies, and benefits. Training teaches new skills and reduces liability risks. Effective training is aligned with company strategy and fosters learning and performance. Key steps in training include needs analysis, instruction design, implementation, and evaluation. Various training methods are outlined such as on-the-job training, lectures, e-learning, and behavior modeling. Change management and evaluating the impact of training are also summarized.
Training Costs Analysis Model Overview
This document discusses the costs of in-service training programs for care provider agencies. It outlines three categories of costs: trainee costs, trainer costs, and facilities costs. Trainee costs include travel, meals, salary compensation, and overtime costs when employees attend training. Trainer costs include similar expenses for the employees conducting the training. Facilities costs capture expenses for using space and materials. The document encourages analyzing these costs using a financial model that can project total annual costs under different parameters and training scenarios. It provides a link to download a free model to analyze your own organization's in-service training costs.
Training- types & methods
types of training and methods of training --- on-the-job training methods and off-the-job training methods.
Training methods
This document discusses web-based training as an off-the-job training method. It defines web-based training as instruction delivered over the internet or intranet to employees. There are two models: synchronous training facilitated by an instructor, and asynchronous self-paced training. Instruction can be delivered through static methods like web pages and videos or interactive methods like chats and video conferencing. The document gives examples of how HP and IBM use web-based training to provide standardized training to large numbers of employees across locations cost-effectively.
Off the job training
This document discusses various off-the-job training methods including vestibule training, lectures, audio-visuals, simulation, case study, role play, and sensitivity training. Vestibule training uses simulated equipment to allow trainees to learn without production pressure. Lectures verbally present information from experts. Audio-visuals provide realistic job examples through technology. Simulation recreates actual job conditions to practice decision making. Case studies describe real situations for analysis and problem solving. Role play enacts scenarios to create realistic experiences. Sensitivity training reveals personal qualities and issues through small group interactions.
Training & Development - Training Techniques & Aida
This presentation may serve the needs of working managers as well as students of HRM & HRD to some extent.
Types of training
This document outlines different types of training provided to employees. It discusses skills training, technical skills training, refresher training, cross-functional training, team training, diversity training, literacy training, safety training, legal training, ethics training, human relations training, and quality training. The goal of training programs is to improve employee performance and knowledge in order to better perform their jobs.
Human resource management - Learning and Development (on the job and Off the ...
This document discusses training and development in human resource management. It defines training and development as attempts to improve employee performance through learning and skills development. The importance of training is outlined, including removing performance issues, increasing flexibility and reducing accidents. Steps in conducting training are identified as identifying needs, setting objectives, selecting methods, implementing programs, and evaluating. On-the-job and off-the-job training methods are described along with their advantages and disadvantages. Specific on-the-job methods include job rotation, coaching, and apprenticeships, while off-the-job methods include lectures, simulations, and programmed instruction.
Hrm (on the job training)
The document discusses training and development for teachers. It states that supporting teacher professional development through quality training leads to improved learner outcomes. Training is defined as increasing job-related knowledge and skills for a specific purpose, while development involves gaining conceptual and theoretical knowledge over the long term. The training and development process involves identifying needs, preparation, performance trials, follow up, and evaluation. Recommendations include using interactive training methods and increasing the number and variety of programs offered. The conclusion is that teachers will be more engaged if training helps them apply new skills and institutions should have clear training policies.
Training and Development
The document outlines seven principles for effectively delivering training: 1) The learning specialist must be knowledgeable in the material. 2) The learner must pay attention. 3) The language used must be common to both parties. 4) New information must relate to what is already known. 5) The teaching process must engage the mind. 6) Learning must turn understanding into habit. 7) Review and application of the material is important. For each principle, rules for effective application are provided.
On the job training
This document discusses various methods of on-the-job training. It defines on-the-job training as employee training at the workplace while performing actual job duties. Some key on-the-job training methods discussed include job rotation, job instruction, committee assignments, apprenticeships, coaching, mentoring, and internships/understudies. The document also differentiates between education, training, and development.
Off the job training
This document describes various off-the-job training methods including vestibule training, lectures, audio-visuals, programmed instruction, computer-aided instruction, simulation, case study, role-playing, sensitivity training, discussion, demonstration, brainstorming, and field trips. It provides details on how each method works and its advantages and disadvantages.
Traditional & Modern methods of training
This document discusses traditional and computer-based training programs. It outlines several presentation methods for traditional training including lectures, audio-visual techniques, hands-on methods, and group building methods. Computer-based training involves the use of computers and can be delivered online, via web-based programs, or on mobile devices. Common types of computer-based training include demonstrations, tutorials, and simulations. While computer-based training has benefits like flexibility and feedback, it also has drawbacks such as high costs and limited interaction.
Training methods
The document discusses various training methods used by organizations. It describes training as part of human resource development aimed at improving employee skills and performance. The objectives of training are to orient new employees, help employees perform current and future jobs, keep employees informed, and provide opportunities for personal development. Effective training methods motivate improvement, encourage active participation, promote transferring learning to jobs, and provide timely feedback. Cognitive "off the job" methods include lectures, e-learning, simulations, and case studies. Behavioral "on the job" methods involve learning by doing through job rotation, coaching, apprenticeships, and internships.
On The Job Training
1) On-the-job training (OJT) is the most common and cost-effective type of employee training where new employees learn by doing actual work or observing others perform tasks.
2) OJT involves an experienced employee or supervisor demonstrating job duties and guiding a new employee as they learn. It has low costs but requires structured planning and evaluation for best results.
3) An effective OJT program includes analyzing training needs, designing training based on tasks, implementing training schedules, and evaluating the program's effectiveness in meeting business goals. OJT keeps a company's workforce knowledgeable and competitive.
Ojt Trainingslides[1]
The document discusses on-the-job training (OJT), including how it can be used in organizations, how it works, and an example. OJT involves training employees at work during their normal day through practice, feedback, and guidance. It can teach single skills or be used with other training. OJT is important because it grounds learning in real-world tasks and practice. Structured OJT prepares trainees, presents training, gets feedback, and evaluates performance. The example describes how an aerospace company improved inspections through developing OJT procedures.
On the job training methods
The document outlines the ADDIE model for developing an on-the-job training program. The 5 phases of the ADDIE model are: 1) Analyze the training needs, objectives, and resources; 2) Design the training program outline and materials; 3) Develop the full training materials and instructions; 4) Implement the training by instructing employees; 5) Evaluate the training effectiveness and employees' mastery of the material. The document provides details on activities and considerations for each phase of the ADDIE model in developing and delivering a successful on-the-job training program.
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Training & Development - Training Techniques & Aida
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Similar to Training l8
L10 training
Training involves teaching employees skills to perform their jobs, through a planned program to improve knowledge, skills, attitudes, and behaviors. Development builds future competencies through continuous learning. Training focuses on current job skills while development has a longer term perspective. Common training methods include on-the-job techniques like coaching and mentoring, and off-the-job approaches like lectures and role playing.
Training and development unit 1
The document discusses the concepts of training, its aims, roles, need and importance. It describes that the aim of training is to develop the skills and knowledge of trainees to perform tasks efficiently. Training is a learning process that involves acquiring new skills and applying them in practice. It increases employee efficiency, morale and organizational viability. Rapid technological changes and need for career advancement make training necessary. The document also discusses different learning principles, types, methods, requisites and pitfalls of effective training.
Training & Development(1).pptx
Training and development are processes that help employees and managers improve their performance and increase an organization's success.
Training involves teaching employees specific skills to perform their jobs, while development helps broaden managers' capabilities and prepares them for more responsibilities. Both on-the-job and off-the-job methods are used, including lectures, discussions, simulations, and coaching.
A proper training process involves analyzing needs, designing instruction, validating programs, implementing training, and evaluating results over time. The goal is to increase employee productivity, quality, and the organization's ability to achieve its goals.
Training
Training involves improving employee skills and knowledge to enhance performance. It aims to close gaps between job needs and employee abilities. There are various types of training like skills training, refresher training, and cross-functional training. A systematic approach to training includes assessing needs, setting objectives, implementing training methods, and evaluating outcomes. Common methods are on-the-job like coaching and off-the-job like lectures. Evaluation determines if training met goals. Executive development improves managerial skills through experiences, courses, and projects.
TRAINING AND DEVELOPMENT, BENEFITS, APPROACH AND ITS DIFFERENT TYPES
What is training and development? Training and development programs typically involve educational activities that advance a worker's knowledge and instill greater motivation to enhance job performance.
Training Type HR.
1. Training aims to improve employee performance and bring about changes in their knowledge, skills, attitudes, and behaviors to do a particular job.
2. There are different types of training like skills training, technical skills training, cross-functional training, team training, and refresher training.
3. Training provides benefits like increased productivity, improved quality and health and safety, and helps achieve organizational objectives and prepare employees for higher level roles.
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Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development relates to longer-term goals. There are various methods of training, including on-the-job methods like apprenticeships, internships, and job rotation, as well as off-the-job methods like classroom lectures. Training needs assessment identifies gaps between current and required skills and knowledge to determine what training is needed. The process involves analyzing organizational needs, job tasks, and individual employee skills.
3.1 trainingdevelopment.pptx
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development addresses longer-term goals. There are various training methods, including on-the-job methods like apprenticeships and job rotations, and off-the-job methods like classroom lectures. Training needs assessment identifies gaps between present and required skills and knowledge. Competency-based training focuses on specific skills, while role-based training applies skills through practical exercises. Outsourcing training can leverage costs and resources.
Training & development
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
Employee training
Training is a systematic process of improving employees' knowledge, skills, and attitudes. Traditionally, organizations believed managers were born and training was costly. However, modern approaches recognize training's importance. Training enhances performance, updates skills, and creates a smarter workforce. It benefits organizations by improving employee retention, motivation, and productivity. Common training methods include on-the-job and off-the-job techniques like lectures, simulations, and computer-based modules. Organizations evaluate training to ensure it achieves desired outcomes and allows continuous improvement. Management development specifically focuses on improving managers' competencies through long-term programs.
Training & development
This document provides an overview of training and development. It defines training as activities aimed at increasing employees' knowledge and skills for their jobs. Training and development are important functions of human resource management that ensure continuous skill development.
The objectives of training include increasing employee and organizational performance, imparting new skills, changing attitudes, and preparing employees for more responsible roles. A variety of on-the-job and off-the-job training methods are discussed, along with the process of designing an effective training program by identifying needs, setting objectives, organizing the program, and evaluating results. The document also covers management development and reasons for employee training and development programs.
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Training is important for several reasons: to prepare new recruits, allow employees to progress to higher positions, prevent skills from becoming obsolete, increase productivity and quality, meet organizational objectives, and prevent accidents. Training serves both organizational needs and individual growth and development. It is necessary to provide newly hired and existing employees with the skills needed for their jobs. Training enables employees to perform their current jobs more efficiently and prepares them for future roles. The objectives of training are to increase employee knowledge and skills, improve performance and reduce waste, bring about positive attitudinal changes, and prepare individuals for advancement.
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The document discusses employee training management. It outlines that training involves systematically developing the knowledge, skills, and attitudes employees need to perform their jobs adequately. The objectives of training include improving performance, updating skills, avoiding managerial obsolescence, and retaining and motivating employees. Training methods can be on-the-job, such as apprenticeships and coaching, or off-the-job, including lectures, videos, and simulations. Issues in conducting training programs relate to management, selecting trainees and trainers, choosing appropriate training methods, developing training materials, keeping records, allocating resources, and evaluating effectiveness.
Executive Development.pptx
The document discusses various methods for developing executives, including on-the-job techniques like coaching, role playing, management games, and sensitivity training. It also covers other methods such as in-basket exercises, simulation, programmed learning, vestibule training, syndicate method, lectures, panel discussions, brainstorming, and correspondence methods. The goal is to provide training opportunities to develop skills while minimizing time away from regular job duties.
T&D
The document discusses various training methods used by organizations. It describes assessing training needs through organizational and personal analysis to determine what skills are needed. Various on-site and off-site training methods are outlined, such as on-the-job training, lectures, simulations, and role playing. The goal of training is to help employees acquire job-related skills and behaviors to improve performance. Training programs are evaluated based on reaction, learning, behavior change, and results.
Training and development
This document discusses training and development in organizations. It defines training as activities aimed at improving employees' skills and knowledge for their current jobs. Development refers to helping employees grow overall and prepare for future career advancement. The document outlines benefits of training for both employers and employees, such as increased productivity, higher morale, and career advancement opportunities. It also discusses how facets of training have changed, including a focus on team-based and inter-group learning to develop a learning organization.
trainingdevelopment1-170327041037 (1).pptx
This document discusses training and its benefits. It defines training as a process that involves acquiring knowledge, skills, concepts and changing attitudes to enhance employee performance. Development helps employees handle future responsibilities with less emphasis on current duties. The benefits of training include increased productivity, quality and organizational climate. Training benefits both the organization through improved profitability and employees through growth, recognition and job satisfaction. The document outlines different types of training methods like on-the-job and off-the-job and provides examples. It also discusses the process of designing an effective training program.
Staffing
The document discusses the key aspects of staffing, which includes recruiting, selecting, and training employees. It describes staffing as an important managerial function that is pervasive and continuous. The basis of effective staffing is the efficient management of human resources through proper recruitment and selection procedures to place the right employees in the right jobs. The document then covers the different steps involved in recruitment, selection, and training employees. It discusses various training methods commonly used like on-the-job training, classroom training, and management development programs. Finally, it mentions some types of personnel movements like transfer, promotion, and separation.
Training & development
Training provides employees with new skills and increases knowledge to enhance job performance. It can be delivered through on-the-job methods like coaching, mentoring, and job rotation, or off-the-job methods such as lectures, case studies, and role playing. The goal of training is to bridge the gap between existing and required skills while benefiting employees through increased confidence, earnings, and opportunities for promotion. Organizations must identify training needs, design effective programs, conduct training, and evaluate results to maximize the impact on employee and business performance.
Training & development
This would be useful for the Undergraduates to get the idea about training & development. This PPT gives the basic information of T& D
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TRAINING AND DEVELOPMENT, BENEFITS, APPROACH AND ITS DIFFERENT TYPES
TRAINING AND DEVELOPMENT, BENEFITS, APPROACH AND ITS DIFFERENT TYPES
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Training l8
- 2. Definition • Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
- 3. Features of Training Increases knowledge and skills for doing a particular job. Training helps employees’ correct deficiencies in their performance. Concentrates on individual employees. Tends to be more narrowly focused and oriented toward short-term performance concerns. The goal of training is a fairly quick improvement in workers’ performance.
- 4. Training vs Development Training is meant for operatives and development is meant for managers. Training tries to improve a specific skill relating to a job whereas development aims at improving the total personality of an individual. Training is a one-shot deal; whereas development is an ongoing, continuous process. The scope of training is on individual employees, whereas the scope of development is on the entire work group or the organisation.
- 5. Importance to the Business • Trained workers can work more efficiently. • Wastage is thus eliminated to a large extent. They use machines, tools, materials in a proper way. • There will be fewer accidents. • Less supervision. • Trained workers can show superior performance. • Training makes employees more loyal to an organisation.
- 6. Importance to the Employee • Training makes an employee more useful to a firm. Hence, he will find employment more easily. • Training makes employees more efficient and effective. By combining materials, tools and equipment in a right way, they can produce more with minimum effort. • Training enables employees to secure promotions easily. They can realize their career goals comfortably. • Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence. They will be more satisfied on their jobs. Their morale would be high. • Training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labour turnover. • Training enable’s employees to cope with organisational, social and technological change.
- 7. Types of Training – Skills training: here certain basic skills like reading, writing, computing, speaking, listening, problem solving etc are taught – Refresher training: here the focus is on short term courses that would help employees learn about latest developments in their respective fields – Cross functional training: this helps employees perform operations in areas other than their assigned job.
- 8. – Team training: covers two areas content task and group process. This is concerned with how team members should communicate with each other, how they should cooperate to get ahead, how they should handle conflicting situations, how to find their way using collective wisdom etc. – Creativity training: this helps employees to think unconventionally, break the rules, take risks, go out of the box and develop unexpected solutions. Eg brainstorming – Diversity training: it aims to create better cross cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among host and parent company employees . Awareness building and skill building – Literacy training: this is generally offered to those employees with weak reading, writing or arithmetic skills.
- 9. Training Methods • On The Job Training Methods – Job instruction training (JIT): This is training directly received on the job 4 steps are there 1 Here the trainee receives an overview of the job. 2 The trainer actually demonstrates the job 3 The trainee is asked to copy the trainer’s way. 4 The trainee, finally, tries to perform the job independently.
- 10. – Coaching: Here the supervisor explains things and answers questions; throws light on why things are done the way they are; offers a model for trainees to copy, conducts lot of decision making meetings, and allows trainees freedom to commit mistakes and learn. Coaching, thus, requires lot of teaching skills. Daily feedback and continuous supervision. – Mentoring: The use of an experienced person to teach and train someone with less knowledge and experience in a given area is known as mentoring. The mentor nurtures, supports and guides the efforts of young persons by giving appropriate information, feedback and encouragement whenever required. Help him develop psychological maturity .
- 11. • Job rotation: This kind of training involves the movement of trainee from one job to another. • Apprenticeship training: Most craft workers such as plumbers, carpenters etc are trained through formal apprenticeship programmes. In this method, the trainees are put under the guidance of a master worker typically for 2-5 years. • Committee assignments: In this method, trainees are asked to solve an actual organizational programme working along with other trainees. They are assigned committees in which they learn team spirit and
- 12. Off The job – Vestibule training: It occurs off the job on equipment or methods that are highly similar to those used on the job. – Role playing: This is a development technique requiring the trainee to assume a role in a given situation and act out behaviours associated with that role. – Lecture method: Here the instructor organises the study material on a specific topic and offers it to a group of trainees in the form of a talk. – Conference or discussion method: In this method the trainer delivers a lecture and involves the trainees in a discussion so that the doubts about the job to be undertaken get clarified. – Programmed instruction: This is an approach that puts material to be learned into highly organised logical sequences that require the trainees to respond to questions or fill in the blanks.