Training and development aims to improve employee performance through learning. It involves assessing training needs, designing training programs, selecting instructional methods, implementing training, and evaluating its effectiveness. The goals are to develop employee competencies, help people grow within the organization, and reduce learning times for new roles. Training methods include classroom programs, mentoring, coaching, simulations, e-learning, on-the-job training, and job rotation. Benefits include improved performance, skills and knowledge, motivation, customer service and morale.

1. Training and
Development
Sittie Pieron Abutazil-Du, RN
MPA Student

2. Chapter Objectives
 Define training and development (T&D).
 Explain factors influencing T&D
 Describe the T&D process and how training
needs are determined and objectives established.
 What is training?
 Benefits/importance of Training
 Identify the various T&D methods.

3. Nature of Training And
Development
Training and Development – it is any
attempt to improve current or future
employee’s performance by increasing it’s
ability to perform through learning, usually
by changing the employees attitude or
increasing his or her skills and knowledge.
– Heart of a continuous effort designed to
improve employee competency and
organizational performance
- are planned efforts to facilitate the learning on
job-related behavior on the part of the
employees.

4. AIMS/OBJECTIVES OF TRAINING &
DEVELOPMENT
• • Develop the competences of employees and
improve their performance;
• Help people to grow within the organization
in order that, as far as possible, its future
needs for human resource can be met from
within
• Reduce the learning time for employees
starting in new jobs on appointment, transfers
or promotion, and ensure that they become
fully competent as quickly and economically
as possible.

5. Inputs in T&D
1. Skills – the technical know how…
2. Education- theoretical learning in classroom
3. Development -refers to learning opportunities
designed to help employees grow
- Involves learning that goes beyond today's job
– more long-term focus.
4. Ethics-
5. Attitudinal changes

6. Factors Influencing T&D
• Top managers
• Commitment from specialists and generalists
• Technological advances
• Organizational complexity
• Learning style

7. The Training and Development (T&D)
Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training

8. Assessing Training Needs
Conduct a training needs analysis by either one, or
both, of the following
• External approach (company, guests, society)
• Internal approach – using a staff opinion survey
- Request from employee
- Change in agency vision or mission
- Determination through performance
management review

9. 2. Preparing Training Plan
Consider whether to design a long (5-10 years),
medium (3-5 years) or short (1 year) term plan.
• Ask your self “What are we going to achieve in
the time period?”
• Use a holistic approach by using a calendar for
inputting your training activities.

10. 3) Specifying Training Objectives
Training Objectives must be specific & measurable.
Why? Very difficult to measure effectiveness
after course is finished.
– What should trainees be able to accomplish after
participating in the training program?
– What is the desired level of such accomplishment,
according to industry or organizational standards?
– Do you want to develop attitudes, skills, knowledge
or some combination of these three?

11. 4) Designing the
Training Program(s)
1. Program duration
2. Program structure
3. Instruction methods
4. Trainers
qualification
5. Nature of trainees
6. Support resources-
IEC materials,
handouts
7. Training location &
environment
8. Criteria & methods
for assessing
participant learning
and achievement
9. Criteria & methods
for evaluating the
program

12. 5) Selecting Instructional Methods
Note: This is the most important step
On-the job-training (OJT)
– learn while you’re working
Off -the job-training
– In house, training or classroom
– External, consultancies or attending external classes
– Independent bodies, such as government talks
– Distance learning, from books or notes
– Computer-assisted learning
– Interactive-video training
– Video conferencing, same as classroom except
teachers and students are in different locations.

13. 6) Completing the Training Plan
• Target group – assess your audience
• Topic – task, skill or attitude ingredient
• Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of
trainees usually lies on the perception on what
they did in the training session
• Time – length, period, breaks important to
consider
• Location – away from the office?

14. 7) Implementing the Training
Program
Besides trainers qualifications and experience:
• Participant selection
• Group comfort - physical & psychological
• Trainer enthusiasm & skills
• Effective communication
• Feedback mechanism
• The need to learn new training skills
• Preparation by trainers

15. 8) Evaluating the Training
Three Levels of Evaluation
1. Immediate Feedback
 Survey or interview directly after training
1. Post-Training Test
 Trainee applying learned tasks in workplace?
1. Post-Training Appraisals
 Conducted by immediate supervisors of trainees

16. 9) Planning Future Training
Last step in the training process
• After taking all evaluated comments, trainers
should modify the programs to keep good things
and make suggested improvements
– Remember, even with the same topic for different
trainees, trainers should address many parts of the
training process again and consider new approaches.

17. T&D Methods
1. Classroom Programs
 Lecture -type
 Continue to be
effective for many
types of employee
training
 May incorporate
some of other
methods
2. Mentoring
 Approach to advising,
coaching, and nurturing, for
creating practical relationship
to enhance individual career,
personal, and professional
growth and development
 Mentor may be located
elsewhere in organization or in
another firm
 Relationship may be formal or
informal

18. 3. Coaching
 Often considered
responsibility of
immediate boss
 Provides assistance
much as a mentor
4. Role Playing
 Respond to specific problems
they may actually encounter in
jobs
 Used to teach such skills as:
 interviewing
 grievance handling
 performance appraisal
reviews
conference leadership
 team problem solving
 communication

19. 5. Simulations
• Training devices that
model the real world or
programs replicating
tasks away from the job
site
6. Distance Learning and
Videoconferencing
 Interactive training
 Used to:
a. increase access to training
b. ensure consistency of
instruction
c. reduce cost of delivering
T&D programs

20. 7. E-Learning
- online instruction
8. On-the-Job Training
 Informal approach that
permits employee to learn
job tasks by actually
performing them
 Most commonly used
T&D method
 No problem transferring
what has been learned to
the task

21. 9. Job Rotation
 Employees move
from one job to
another to broaden
experience
 Helps new employees
understand variety of
jobs
10. Internships
 Training approach where
university students divide
their time between
attending classes and
working for an
organization
 Excellent means of
viewing potential
permanent employee at
work
 Students are enabled to
integrate theory with
practice

22. What is training?
• Training is a systematic process through which
an organization’s human resources gain
knowledge and develop skills by instruction and
practical activities that result in improved
corporate performance.

23. Benefits/importance of Training
1. Improving an employee’s performance
2. Developing the group and teams skills needed to achieve
organizational goals
3. Giving employees the needed skills and knowledge to complete
assigned jobs, duties and tasks
4. Motivating employees to achieve higher standards
5. Improving customer service, which leads to customer satisfaction
6. Enhancing employee morale, motivation, and creativity
7. Enabling managers to reach unit goals and objectives
8. Giving employees the tools needed to analyze interpersonal and
situational factors that create obstacles to achieving high
performance

24. Types of formal training
1. Orientation training
- Geared for the newly hired and reassigned
personnel.
- Designed to give new employees the basic
knowledge, understanding, and skill needed for
successful job performance.
2. Remedial training
- Designed to correct observed deficiences in
employee knowledge, skills, and attitudes.
- Stress reduction, time management, presentation
skill building, computer software, etc.

25. 3. Upgrading or advanced training
- Designed to improve or upgrade individual job
skill and knowledge.
- Programs include computer training, decision
making, employment laws, managing conflict,
conducting performance evaluation,
supervisory responsibilities, resolving
grievances, etc.

26. References
1. Tanuj Poddar
HR Analyst @ Tata Communications
India
2. Pranav Kumar Ojha
HR Senior Officer , University of Allahabad,
Coal ,India
3. Visit www.slideshare.com website
4. Office of Management & Budget
600 E. Boulevard Avenue, Bismarck, NY

27. Shukran and
wassalam
Kingsoft Office
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