The principal objective of training and development divisions is to ensure an organization has a skilled and willing workforce. There are four other objectives: help employees achieve personal goals to enhance individual contribution; assist the organization's primary objectives; maintain departmental contributions; and ensure social responsibility. Training plays an increased role in organizations of all types and sizes to bring about desired change. Training investment is directly linked to higher market capitalization. Training is essential to maintain effective manpower planning and the quantity and quality of employees.

1. TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and
development division is to make sure
the availability of a skilled and willing
workforce to an organization.

2. FOUR OTHER OBJECTIVES
 Individual Objectives :-help employees in
achieving their personal goals, which in
turn, enhances the individual contribution to an
organization.
 Organizational Objectives :-– assist the
organization with its primary objective by bringing
individual effectiveness.
 Functional Objectives – maintain the
department's contribution at a level suitable to
the organization's needs.
 Societal Objectives -ensure that an
organization is ethically and socially responsible
to the needs and challenges of the society.

3. TRAINING IN ORGANIZATION: A
DEVELOPMENTAL PERSPECTIVE
The increased role of training in every organization
irrespective of the nature, size and structure and
leadership pattern to bring desired change is
deeply felt and practiced.
According to the recent review by Harvard
Business Review, there is a direct link between
training investment of the companies and the
market capitalization. Those companies with higher
training investment had higher market
capitalization. It clearly indicates that the
companies which have successfully implemented
training programs have been able to deliver
customer goals with effective results.

4.  Since the very effectiveness of any
organization depends on the
competencies and motivation level of
the employees present in it. The
effectiveness of manpower planning
lies in how well the quantity and quality
of the manpower is maintained in the
organization

5. BASIC RATIONALE BEHIND TRAINING
 1) Training as an enabling function :A well defined and
need based training which focuses on the present
competencies and aims towards developing the required
ones always shows a clear and transparent picture of a
enabled employee.
 2) Training as a planned experience:A competency
based training when matched with suitable
content, concepts, trainers and experience
leads training as a wonderful experience out of
classrooms and sets a unlimited scope for development.

6.  3) A key to intrinsic motivation :An intrinsically
motivated employee in result not only creates a better
work culture in his own working but helps in achieving
super ordinate goals thus becoming a motivated and a
committed performer.
4) Training as a key to change management:training
program aimed at improving skills and removing the
mental blocks which prevents an employee to deliver his
best in his work. Thus, a trained employee in himself
becomes a change agent who facilitates innovative and
creative approach to management.
5) Generating future employees :Well trained and
motivated workforce work proactively are ready to accept
challenges, are multi – skilled and bring enhanced profits
to organization.

7. INCREASED ROLE OF TRAINING IN DIFFERENT
SECTORS
 Training Programs in Retail/FMCG Sector -* some of
the training programs that are given in the retail sector
are:
* Sales Training
* On-the-Job Training
* Seminars/Workshops
* Customer Relationship Management
* Online Course
* Group Study
* Computer-Based Training

8. TRAINING PROGRAMS AT IT INDUSTRY
 Training Courses in BPO Sector
* Call Centre Management
* Advanced Interpersonal Communication
* Business Communication
* Accent neutralization
* Customer Relationship Management
* E-mail Etiquette
* Selling over the Phone
* Telephone Etiquette

9.  * Cross-cultural Training
* Computer Based Training Methods
* E-learning
* CD-ROM-based
* Lectures
* Discussions
* Media access
* Web
* Video
* Audio
* Web-based training sessions
* Intranet-based training courseware

10. TRAINING PROGRAMS AT
PHARMACEUTICALS INDUSTRY
 Training Areas
* Brand Protection
* Contamination Control
* Drug Verification
* Supply Chain Visibility
* Recall Management
* Shrinkage Reductions
* On-the-job training

11. TRAINING INITIATIVES AT KPO
 KPO is about providing knowledge based services in the
areas like market research, business research, financial
research, legal services, etc.
 There is a constant need of well-planned training
programs as the work profile requires understanding of
market research objectives and methodologies. This
sector requires behavioral training as well as training to
handle stress because of odd working hours

12. TRAINING INITIATIVES IN HOSPITALITY SECTOR
 The major challenge of this sector is shortage of skilled
employees along with the challenge of attrition rate.
Managers require huge range of competencies such as,
peoplemanagement, viable skills, business insights,
analytic skills, succession planning, and human
resource development in order to get success in this
sector.

13.  . Some of the essentials required by this sector are:
* Good infrastructure
* Trained trainers
* Quality of content
* Certification of training course
* Effective Training evaluation
 Training Programs are available for the following areas:
* Food Production
* Food and Beverage Service
* Front Office

14. TRAINING INITIATIVES IN AUTOMOBILE SECTOR
 With this rapid expansion and coming up of major
players in the sector, the focus is more on the skilled
employees and the need of human resource. The
companies are looking for skilled and hard working
people who can give their best to the organization.
Various companies are opening training institutes to
train interested ones in this sector, like Toyota has
recently opened Toyota Technical Training Institute
(TTTI) near Bangalore that will offer 4 courses in
automobile assembly, mechatronics , automobile
weld and automobile paint. TTTI will provide both a
high standard of education and training in
automotive technology as well as employment
opportunities for development

15. ADOPTING OUT – OF THE BOX THINKING APPROACH
 Apart from the regular in – house training programs
organization depending on the skills should also be
willing to initiate other ways which in an indirect way
would train the employees as well as give a
message that they are valued and the organization
has a serious and committed approach for their
future. Certain initiatives in this regard are -
 1) Wipro Spectra mind has tied up with BITS Pilani
and the Symbiosis Institute of Management to
provide distance learning programmer for employees
which would help in better career progression
and movement up the ladder

16.  2) Software Company CSC gives its employees a six-
month sabbatical to work with an NGO of their choice.
Initiatives like these help in building a feeling of social
responsiveness which also brings positive changes in
emotional balance and value system.
3) Wipro Spectra mind and ICICI One Source use their
powerful parents to provide career diversification
opportunities

17. ALIGNING TRAINING TO BUSINESS STRATEGY:
MANAGEMENT PERSPECTIVE
 For today's organization training is although not a
panacea for all the ills nor is a remedy which can work
miracles but is an approach which reflects an
organization commitment towards its employees not only
for present but also for future.

18.  The other benefits which the management foresee are -
* Better career progression
* Reduction in rejections
* Technology aggradations
* Less grievances
* Employee empowerment
* Effective HRP
* Employee retention
* Optimal resource utilization

19. TRAINING METHOD: A DEVELOPMENTAL
PERSPECTIVE
 With the advent of globalization and liberalization and
increased complexities in the working and structure of
organization with diverse work force, talent
management and its retention has become a big
question. Training thus plays a pivotal role in not only
improving the efficiency and competencies of the
employees but a long term vision to prepare work force
to acquire new roles.
 Major stakeholders in training
a) Trainees
b) Trainers
c) Training department / agency
d) Organization
e) Customers
f) Society

20.  Thus the effectiveness of training and the expected
results produced in form of benefits will bring
improvements not only for the employee but all the above
mentioned stakeholders who are directly or indirectly a
part of organization fate.

21. ESSENTIALS FOR TRAINING
 a) Careful Training need assessment - At
individual, task level and organization level
b) Training need identification – with the help of
reports, feedback, brainstorming exercises, informal
interaction between trainee, boss and peers, past
performance, appraisal results & expected future roles to
be played by the employee
c) Carefully planning the budget & other resources
needed for effective training
d) Other essentials – Including the resource
person, trainer, selection of trainee, mode of training
whether in house, external training or any professional
course.
a) Careful Training need assessment

22.  e) Venue, seating arrangement, Aids in training, printed
material or the content, time duration, types of modules
and mode of assessment.
f) Training evaluation or assessment
g) Identifying the implication
h) Implementation and follow up
i) Motivate and engage your people with such
issues that focus on key business results

23. ROLE OF TRAINING METHODS IN ORGANIZATION
EFFECTIVENESS: A DEVELOPMENTAL PERSPECTIVE
 Every organization depending on the
nature, size, resource availability and objectives adopts
a specific, need based training program to be imparted
depending on the level, content and the expected
outcome from it.
 1) Generating interaction and developing inter
personal behaviour
 2) Better decision making and leadership skills
3) Better work performanc and rapport building

24.  4) Better understanding of organization and value
inculcation
 5) Emerging trends in training as a competitive
advantage

25.  RoleDefinition Questions
1. Why is training important to our company?
2. What is the purpose of training in our
company?
3. Why should we conduct training programs?
4. What are the internal and external markets
(clients, customers and consumers) that we
support?
5. Who should be trained?
6. When should training be provided?
7. To what level should they be trained?
8. What do we expect training to accomplish?

26.  10. What are the limitations of training?
11. What would happen over the next year if the training
department were eliminated?
12. What would happen over the next year if the training
department doubled in size?
13. What responsibility do employees have for their own
learning?
14. What responsibility do supervisors and managers have
for learning?
15. What responsibility does senior executive leadership
have for supporting a learning culture?
16. What responsibility does the training department have to
its clients, customers and consumers?
17. What responsibility does the training department have to
other departments in the company?
18. Is training considered an investment or an expense?
19. How will the effectiveness of training be measured?
20. How should continuous learning be viewed?

27.  Role of HRD Professionals in Training
This is the era of cut-throat competition and with this
changing scenario of business; the role of HR
professionals in training has been widened. HR role
now is:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self
worth
4. Providing pre-employment market oriented skill
development education and post employment support for
advanced education and training
5. Flexible access i.e. anytime, anywhere .

28. CONCLUSION