Training is a systematic process of transferring job-related skills and knowledge to employees. It aims to increase employee competencies through developing their knowledge, skills, and behaviors. Effective training design involves conducting a needs assessment, ensuring employee motivation and skills, creating a supportive learning environment, facilitating skill application on the job, developing an evaluation plan, selecting appropriate training methods, and evaluating/improving the program. Key factors influencing training include economic cycles, globalization, technology changes, and workforce diversity.

1. Training

2. Training-
“ In future, the success of enterprises will depend upon
the revolutionary training and development system in
human resource management.”
“As we live and work in the world of knowledge and
skill, every human activity need up-to-date knowledge
and required skills to perform it.”

3. What is training?
Training is basically a systematic procedure for transferring
technical know-how to the employees so as to increase their
knowledge and skills for doing particular jobs.
It is a planned effort by a company to facilitate employees
learning of job related competencies.
Competencies include knowledge, skills or behaviours that are
critical for successful job performance.

4. • Competitiveness refers to a company’s ability to maintain
and gain market share in an industry.
• Training practices enable organizations to gain a
competitive advantage in their markets.
• To grow the business and improve customer service by
providing employees with the knowledge and skills they need
to be successful.

5. Definitions-
According to “Edwin B. Flippo;
Training is the act of increasing knowledge and
skill of an employee for doing a particular job.”
According to Michael Armstrong;
“Training is the systematic development of the
knowledge, skills and attitudes required by an
individual to perform adequately a given task or
job.”

6. Human Resource Management
• Policies, practices, and systems that influence
employees’:
• behavior
• attitudes
• performance
• HRM practices play a key role in attracting, motivating,
rewarding, and retaining employees

7. • Training is a planned effort by companies to facilitate the
learning of job-related competencies.
• Focus on current job
• Mainly required on company time
• Development is formal education, job experiences, and
background that prepares employees for future jobs.
• Focus on future jobs and preparation for change
• More generally applicable skills
• Mainly voluntary on employee’s own time.
Training vs. Development

8. To use training to gain a competitive advantage, a company
should view training broadly as a way to create intellectual
capital and more than just basic skill development.
Intellectual capital includes:
Basic skills (skills needed to perform one’s job),
Advanced skills (how to use technology, to share
information with other employees an understanding of the
customer or manufacturing system, and self-motivated
creativity)

9. Features
• Training enhances the skills and capabilities of the
individuals in an organization.
• The need for training can be emphasized in
various work situations, such as in harnessing
skills for existing jobs, planning out one’s future
job profile, elevating employees performance and
so on.

10. • For training to be successful, the employees have
to be convinced of its utility and effectiveness.
• A successful training program improves the
performance of an employee which in turn
enhances organizational performance.
• Training program should attempt to bring about
positive changes in the-knowledge ,skills and
attitude of the workforce.

11. • It depends upon the top management’s attitude and
organizational culture to make the training
programme a success and contribute to the overall
development of the organization.
• The training and development function in an
organization has gained a lot of importance due to
advancement in technology and changes in market
force.

12. High-leverage Training
• It is linked to strategic business goals and objectives,
uses an instructional design process to ensure that
training is effective, and compares or benchmarks the
company’s training programs against training
programs in other companies.
• High-leverage training practices also help to create
working conditions that encourage continuous learning.

13. • Pricewaterhouse Coopers is a good example of a company
that uses high-leverage training.
• Its Learning and Education (L&E) team was restructured to
better link it to the business goals related to value and impact.
L&E works with the business to understand what it wants
education to be. It ensures ongoing innovation in training
delivery and instructional methods by evaluating emerging
technologies and using them in small pilot projects.
• The chief learning officer in charge of L&E is a member of
the company’s leadership team, which gives that individual the
opportunity to discuss ideas regarding training methods,
delivery, and content with other top-level managers.

14. • Continuous learning requires employees to
understand the entire work system, including the
relationships among their jobs, their work units, and
the company.

15. Continuous Learning (2 of 2)
• Employees are expected to:
• acquire new skills and knowledge
• apply them on the job
• share this information with other employees
• Managers take an active role:
• in identifying training needs
• helping to ensure that employees use training in their work

16. Training and Performance
• Emphasis on high-leverage training has been
accompanied by a movement to link training to
performance improvement
• Training is used to improve employee performance
• This leads to improved business results

17. Training and Performance: Today’s
Emphasis (1 of 2)
• Providing educational opportunities for all employees
• An on-going process of performance improvement
that is directly measurable
• not one-time training events
• The need to demonstrate the benefits of training
• to executives, managers, and trainees

18. Training and Performance: Today’s
Emphasis (2 of 2)
• Learning as a lifelong event
• senior management, training managers, and employees
have ownership
• Training used to help attain strategic business
objectives
• helps companies gain a competitive advantage

19. Training Design Process

20. 4. Ensuring Transfer of Training
Self-Management
Peer and Manager
Support
. Monitoring and Evaluating
7
the Program
Conduct Evaluation
Make Changes to
Improve the Program
. Developing an Evaluation Plan
5
Identify Learning Outcomes
Choose Evaluation Design
Plan Cost-Benefit Analysis
. Selecting Training Method
6
Traditional
E-learning
Task Analysis
. Conducting Needs Assessment
1
Organizational Analysis
Person Analysis
3. Creating a Learning Environment
Learning Objectives
Meaningful Material
Practice
Feedback
Community of Learning
Modeling
Program Administration
2. Ensuring Employees’
Attitudes and Motivation
Basic Skills
Readiness for Training

21. DESIGNING EFFECTIVE TRAINING
• The training design process refers to a systematic
approach for developing training programs.
• Step 1 is to conduct a needs assessment, which is necessary
to identify whether training is needed.
• Step 2 is to ensure that employees have the motivation and
basic skills necessary to master the training content.
• Step 3 is to create a learning environment that has the
features necessary for learning to occur.

22. • Step 4 is to ensure that trainees apply the training content to
their jobs. This step involves having the trainee understand
how to manage skill improvement as well as getting co-
worker and manager support.
• Step 5 is to develop an evaluation plan: identifying what
types of outcomes training is expected to influence (for
example, learning, behavior, skills),
• choose an evaluation design that allows you to determine
the influence of training on these outcomes, and planning
how to demonstrate how training affects the “bottom line”
(cost-benefit analysis to determine the monetary benefits
resulting from training).

23. • Step 6 is to choose the training method based on the learning
objectives and learning environment. face-to-face interaction
with a trainer or e-learning using CD-ROM or Web-based
training.
• Step 7 is to evaluate the program and make changes in it or
revisit any of the earlier steps in the process to improve the
program so that learning, behavior, change, and the other
learning objectives are obtained.

24. •Instructional System Design (ISD) refers to a
process for designing and developing training
programs.
The training design process should be systematic
yet flexible enough to adapt to business needs.
The training design process sometimes is referred
to as the ADDIE model because it includes:
Analysis Design, Development, Implementation,
and Evaluation.

25. Training design is effective only if:
• It helps employees reach instructional or training goals and objectives.
•Measurable learning objectives should be identified before the training
program begins.
•Evaluation plays an important part in planning and choosing a training
method, monitoring the training program, and suggesting changes to the
training design process.
•Designing training unsystematically will reduce the benefits that can
be realized.
For example, choosing a training method before determining training
needs or ensuring employees’ readiness for training increases the risk
that the method chosen will not be the most effective one for meeting
training needs.

26. THE FORCES INFLUENCING WORKING
AND LEARNING
•Economic cycles
•Globalization
•Increased value placed on intangible assets and human
capital
•Focus on link to business strategy
•Changing demographics and diversity of the work force
•Talent Management
•Customer service and quality emphasis
•New technology
•High-performance work systems

27. 1. Economic Cycles
• companies plan to cut their training budgets over 10 percent
in response to the economic crisis.
• companies also identify those activities that are critical for
supporting the business strategy as well as those mandated by
law (such as safety training or sexual harassment training).
• training technologies using iPods and online learning will
likely receive more serious consideration to reduce training
and development costs (travel costs, instructor costs) and
increase employees’ access to training.

28. 2. Globalization
• Global business expansion has been made easier by
technology.
• The Internet, e-mail, and video conferencing allows data
and information to be instantly accessible and sent around
the world and enable business deals to be completed
between companies thousands of miles apart.
• Global companies are struggling both to find and retain
talented employees, especially in emerging markets.

29. • For effective Globalization Cross-cultural
training: prepares employees and their families to
understand the culture and norms of the country to
which they are being relocated and assists in their
return to their home country after the assignment.
• IBM’s Corporate Service Program donates the time and services of
about 600 employees for projects in countries such as Turkey,
Romania, Ghana, Vietnam, the Philippines, and Tanzania.
• The goal: is to develop a leadership team to learn about the needs and
the culture of these countries while at the same time providing
valuable community service.

30. • globalization also means that employees working in one
compay will come from other countries.
• Many of these immigrants will have to be trained to
understand the culture of the country in which they are
working.

31. • Globalization will also result in
• Offshoring: the process of moving jobs from the present
country to other locations in the world
• Lower labor cost
• Availability of skilled workforce
• For example, many technical workers are being asked to
train their foreign replacements who return to their home
countries once the training is completed.

32. Offshoring e.g. USA
• The U.S. workers either lose their jobs or are offered other jobs at
lower wages.
• There are three reasons this is occurring.
• First, the U.S. visa program allows companies to transfer workers
from overseas offices to the United States for seven years. The
workers can continue to receive their home country wage, which is
usually much less than the wages received by U.S. employees (e.g.,
Indian workers receive about $10 per hour compared to $60 per
hour for U.S. programmers).
• Second, U.S. colleges are graduating fewer U.S.-born engineers, so
companies have to look overseas to hire the best employees.
• Third, more talented employees may be available outside the
United States.

33. 3. Increased Value Placed on
Intangible Assets and Human Capital
• A company’s value includes three types of assets that are
critical for the company to provide goods and services:
financial assets (cash and securities), physical assets
(property, plant, equipment), and intangible assets.
• Intangible assets, consist of human capital, customer capital,
social capital, and intellectual capital.
• Intangible assets are equally as valuable as financial and
physical assets but they are not something that can be
touched and they are nonmonetary

34. • Human capital refers to the sum of the attributes, life
experiences, knowledge, inventiveness, energy, and
enthusiasm that the company’s employees invest in their
work.
• Tacit knowledge, Education, Work-related know-how, Work-related
competence
• Intellectual capital refers to the codified knowledge that
exists in a company.
• Patents, Copyrights, Trade secrets, Intellectual property
• Social capital refers to relationships in the company.
Corporate culture
• Management philosophy, Management practices, Informal
networking systems and Coaching/mentoring relationships
•

35. • Customer capital refers to the value of relationships with persons
or other organizations outside the company for accomplishing the
goals of the company (e.g., relationships with suppliers, customers,
vendors, government agencies).
• Customer relationships, Brands, Customer loyalty, Distribution
channels

36. The value of intangible assets and human
capital has three important implications:
(1) Focus on knowledge worker,
(2) employee engagement,
(3) emphasis on adapting to change and
continuous learning.

37. Knowledge workers are employees who contribute to the
company not through manual labor but through what they
know, perhaps about customers or a specialized body of
knowledge.
• Employees cannot simply be ordered to perform tasks;
they must share knowledge and collaborate on solutions.
• Knowledge workers contribute specialized knowledge
that their managers may not have, managers depend on
these knowledge workers to share that information.
• Knowledge workers have many job opportunities. If
they choose, they can leave a company and take their
knowledge to a competitor.
• Knowledge workers are in demand because of the
growth of jobs requiring them.

38. • Employee Engagement
• To fully benefit from employees’ knowledge requires a
management style that focuses on engaging employees.
• Employee engagement refers to the degree to which
employees are fully involved in their work and the strength
of their commitment to their job and the company.
• Employees who are engaged in their work and committed
to their companies give those companies a competitive
advantage,
• higher productivity,
• better customer service
• lower turnover

39. • Questions asked to measure employee engagement
• pride in the company,
• satisfaction with the job,
• prospects for future growth with the company,
• opportunity to perform challenging work
ASTD found that over 50 percent reported engagement was affected
by:
• frequency, quality, and number of workplace learning
opportunities,
• employee orientation programs,
• and learning that occurred through job assignments

40. Change and Continuous Learning
• Change refers to the adoption of a new idea or behavior by a
company.
• Factors that require companies to change
• Technological advances,
• changes in the work force or government regulations,
• globalization,
• new competitors
• Change is inevitable in companies as products, companies,
and entire industries experience shorter life cycles
• A changing environment means that all employees must
embrace a philosophy of learning.

41. • A learning organization embraces a culture of lifelong
learning, enabling all employees to continually acquire and
share knowledge.
• Improvements in product or service quality do not stop
when formal training is completed.
• Employees need to have the financial, time, and content
resources (courses, experiences, development opportunities)
available to increase their knowledge.
• Managers identify training needs and ensure that employees
use training in their work.
• employees are encouraged to share knowledge with
colleagues and other work groups across the company using
e-mail and the Internet

42. • learning organization e.g.
• Buckman Laboratories develops and markets speciality
chemicals.
• Buckman’s CEO, Robert Buckman, has developed an organizational
culture, technology, and work processes that encourage the sharing of
knowledge.
• Employees have laptop so they can share information anywhere
and anytime using the Internet.
• The company rewards innovation and knowledge creation and
exchange by including the sales of new products as part of
employees’ performance evaluations.
• Buckman also changed the focus of the company’s
information systems department, renaming it knowledge
transfer department to better match the service it is
supposed to provide.

43. • Intangible assets have been shown to be responsible
for a company’s competitive advantage.
• Training and development have a direct influence on
human and social capital as they affect
• education,
• work-related know-how and competence,
• work relationships.
• indirect influence on customer and social capital
• By helping employees better serve customers
• by providing them with the knowledge needed to create patents
and intellectual property.

44. • Intangible assets contribute to a company’s competitive
advantage because they are difficult to duplicate or
imitate.
• For example, Southwest Airlines consistently is profitable and
ranked high in on-time arrivals and other indicators of airline
success.
• distinctions between Southwest Airlines and its competitors is
how it treats its employees.
• For example, Southwest has a policy of no layoffs and was able to
maintain this record even during the difficult time for airlines following
9/11.
• Southwest also emphasizes training and development, which provide its
employees with skills to perform multiple jobs.
• This allows Southwest airplanes to be quickly cleaned and serviced at
airports because employees have multiple skill sets that can be applied
to various aspects of readying an aircraft for departure.

45. 4. Focus on Link to Business
Strategy
• Managers expect training and development
professionals to design and develop learning
activities that will help the company
successfully implement its strategy and reach
business goals.
• Profitability
• Market share,
• Quality.

46. 5. Changing demographics and
diversity of the work force
• Companies face several challenges as a result of increased
demographics and diversity of the work force.
• Increase in Ethnic and Racial Diversity
• labor force will continue to grow more ethnically and racially
diverse due to immigration, increased participation of
minorities in the work force, and high participation rates of
women
companies must provide fair wage, develop training programs
to help immigrants acquire the technical and customer service
skills required in a service economy.

47. • When a company outsources, it buys from a third
party a part or service, it used to produce itself. This
does not necessarily mean that the product is
outsourced abroad, although it can be.
• For instance, General Motors, a US company, can
outsource production of a certain car part to a
Chinese company. The Chinese company, in turn,
can outsource production of various components of
that part to various other Chinese companies.

48. • When a company offshores, it shifts the location of a service
or production of a part to a location abroad. This can include
companies who outsource to foreign companies - for
example, GM offshores production of a certain part to a
Chinese company, and the Chinese company outsources (but
does not offshore) various components of the production to
other Chinese companies.
• However, offshoring also includes companies who transfer
production or services to a location
abroad without outsourcing the job.
• So, for instance, if GM opens a factory in China, and shifts
production of a car part to the factory in China, it is
offshoring but not outsourcing - it is still an American
company running the factory rather than a Chinese one.

49. Managing Cultural Diversity to make
Competitive Advantage

50. To successfully manage a diverse work force, managers and
employees must be trained in a new set of skills, including:
• Communicating effectively with employees from a
wide variety of backgrounds.
• Coaching, training, and developing employees of
different ages, educational backgrounds, ethnicities,
physical abilities, and races.
• Providing performance feedback that is free of values
and stereotypes based on gender, ethnicity, or physical
handicap.
• Training managers to recognize and respond to
generational differences.
Creating a work environment that allows employees of all
backgrounds to be creative and innovative.

51. • Johnson & Johnson has a program, titled “Crossing the
Finish Line,” for high-performing, high-potential
multicultural women and women of color.
• The program includes a two and one-half day project
assignment in which participants have open
conversations with their managers and with executives,
including the CEO and the vice chairman of the
company.
• The program helps Johnson & Johnson identify women
who should be given new development opportunities,
as well as help them understand that they must be
visible, establish networks, and take the initiative to ask
for development assignments.

52. Aging Work Force
• worker performance and
learning in most jobs is not
adversely affected by aging.
• Older employees are willing
and able to learn new
technology.
• qualified older employees ask
to work part-time, temporary
work assignments or for only
a few months at a time as a
means to transition to
retirement.

53. • As the oldest baby
boomers begin to
retire in the next
few years, the
implications for the
work force could be
enormous
• Burden for existing work force as it
will result in longer work hours
• Companies need to ensure that their
knowledge is not lost
• NASA is using phone interviews to
capture their experiences of engineers
who have been designated as NASA
Discipline Experts; The experiences
captured on audiotape are turned into
courses held at universities that offer
graduation training

54. • Ernst & Young LLC found that generation Y employees (born
after 1980) want and ask for more frequent and candid feedback than
baby boomers (born 1946–1964).
• Ernst & Young developed an online “Feedback Zone” where
employees can provide or ask for feedback at any time.
• the company assigns every employee a mentor and offers training
for managers on how to give effective feedback.
To make employees understand generational differences and how to
connect and communicate with employees from different generations,
Aflac, the insurance provider, offers a training program called
“Connecting Generations.”
Aflac believes that employees in all age groups are more effective if
they understand how members of each generation approach their jobs.
It also describes the effects of family and world events on each
generation, analyzes their work styles and employment
characteristics, and helps to show connections to bridge
generation gaps.

55. 6. Talent Management
• Talent management refers to attracting, retaining,
developing, and motivating highly skilled employees
and managers.
• Talent management is becoming increasingly more
important because of
• changes in demand for certain occupations and jobs,
• skill requirements,
• the anticipated retirement of the baby boomer generation,
• the need to develop managerial talent with leadership skills.

56. Talent Management conti…
• Factors influencing talent management through
employee engagement and commitment are:
• opportunities for career growth,
• learning, and development,
• the performance of exciting and challenging work
• companies also identify employees who want to
develop their skills and seek promotions and to
keep them growing through new job
experiences and training.

57. Occupational and Job
Changes
• The labor force is projected to increase from 13 million to
164.2 million .
• Most of the growth is expected within the service-
providing industries (educational services, health care, leisure and
hospitality, transportation, government, utilities, and wholesale and retail trade),
in which employment is projected to increase 15.8 million,
rising to 130.2 million.
• Jobs in goods-producing industries, including mining,
construction, and manufacturing, are projected to
decrease.

58. 8. Customer Service and Quality Emphasis
• Customer-driven excellence includes understanding what the
customer wants and anticipating future needs.
• Customer-driven excellence includes reducing defects
and errors, meeting specifications, and reducing
complaints.
• How the company recovers from defects and errors is
important for retaining and attracting customers.
• Customers are more knowledgeable.
• So Employees were supposed to have good product knowledge and
service skills, and they need to be clear about the types of decisions
they can make when dealing with customers.

59. Customer Service and Quality Emphasis conti..
• TQM- is a companywide effort to continuously
improve the ways people, machines, and systems
accomplish work.
• Core values of TQM include the following:
• Methods and processes are designed to meet the needs of internal and
external customers.
• Every employee in the company receives training in quality.
• Quality is designed into a product or service so that errors are prevented
from occurring rather than being detected and corrected.
• The company promotes cooperation with vendors, suppliers, and
customers to improve quality and hold down costs.
• Managers measure progress with feedback based on data.

60. The emphasis on quality is seen in the establishment of the
Malcolm Baldrige National Quality Award and the ISO
9000:2000 quality standards.
The Baldrige award, created by public law, is the highest
level of national recognition for quality that a U.S.
company can receive.
To become eligible for the Baldrige, a company must
complete a detailed application that consists of basic
information about the firm as well as an in-depth
presentation of how it addresses specific criteria related
to quality improvement.

61. Leadership
The way senior executives create and sustain corporate citizenship, customer focus, clear values,
and expectations and promote quality and performance excellence
120
Measurement, Analysis, and Knowledge Management
The way the company selects, gathers, analyzes, manages, and improves its data, information, and
knowledge assets
90
Strategic Planning
The way the company sets strategic direction, how it determines plan requirements, and how plan
requirements relate to performance management
85
Work Force Focus
Company’s efforts to develop and utilize the work force and to maintain an environment
conductive to full participation, continuous improvement, and personal and organizational growth
85
Process Management
Process design and control, including customer-focused design, product and service delivery,
support services, and supply management
85
Business Results
Company’s performance and improvement in key business areas (product, service, and supply
quality; productivity; and operational effectiveness and related financial indicators)
450
Customer and Market Focus
Company’s knowledge of the customer, customer service systems, responsiveness to customer,
customer satisfaction
85
Total Points 1,000
Malcolm Baldrige National Quality Award

62. ISO 9000:2000
• The ISO 9000:2000 standards were developed by the
International Organization for Standardization (ISO) in
Geneva, Switzerland.
• ISO 9000 is the name of a family of standards (ISO 9001,
ISO 9004) that include requirements for dealing with
issues such as how to establish quality standards and how
to document work processes to help companies understand
quality system requirements.

63. • In addition to competing for quality awards and seeking
ISO certification, many companies are using the Six
Sigma process.
• The Six Sigma process refers to a process of measuring,
analyzing, improving, and then controlling processes once
they have been brought within the narrow Six Sigma
quality tolerances or standards.
• The objective of Six Sigma is to create a total business
focus on serving the customer, that is, to deliver what
customers really want when they want it

64. • Training is an important component of the process.
• Six Sigma involves highly trained employees known
as Champions, Master Black Belts, Black Belts, and
Green Belts who lead and teach teams that are
focusing on an ever-growing number of quality
projects.
• The quality projects focus on improving efficiency
and reducing errors in products and services.

65. • Training can help companies meet the quality
challenge by teaching employees statistical process
control and engaging in “lean” processes.
• lean thinking is an approach to eliminate “waste.”
• Lean thinking involves doing more with less effort,
equipment, space, and time, but providing customers
with what they need and want.
• Part of lean thinking includes training workers in new skills
or teaching them how to apply old skills in new ways so
they can quickly take over new responsibilities or use new
skills to help fill customer orders.

66. ISO 10015
• ISO 10015 (standard for employee training.) is a quality
management tool designed to ensure that training is
linked to company needs and performance.
• ISO 10015 has two key features.
• First, companies have to determine the return on investment of
training to company performance.
• Second, ISO 10015 requires companies to use appropriate
design and effective learning processes.
• ISO 10015 defines training design as analyzing, planning, doing,
and evaluating the effectiveness of training.

67. 9. New Technology
• The Internet has created a new business model—e-
commerce, (is trading in products or services using
computer networks, such as the Internet) in which business
transactions and relationships can be conducted
electronically.

68. 10. High-Performance Models of
Work Systems
• New technology causes changes in skill requirements and
work roles and often results in redesigned work structures
(e.g., using work teams)use of robots and machine displace
men
• Technology- information needed to improve customer
service and product quality becomes more accessible of
employees.
• Employees are expected to take more responsibility for satisfying
customers and determining how they perform their jobs
• Important methodology is through work teams

69. • Work teams involve employees with various skills who
interact to assemble a product or provide a service.
• Work teams may assume many of the activities usually reserved
for managers, including selecting new team members, scheduling
work, and coordinating activities with customers and other units
in the company.
• To give teams maximum flexibility, cross training of team
members occurs. Cross training refers to training
employees in a wide range of skills so they can fill any
of the roles needed to be performed in the team.

70. Use of new technology and work designs such as work teams
needs to be supported by specific human resource management
practices.
These practices include the following actions:
• Employees choose or select new employees or team members.
• Employees receive formal performance feedback and are involved
in the performance improvement process.
• Ongoing training is emphasized and rewarded.
• Rewards and compensation are linked to company performance.
• Equipment and work processes encourage maximum flexibility
and interaction between employees.
• Employees participate in planning changes in equipment, layout,
and work methods.
• Employees understand how their jobs contribute to the finished
product or service.

71. TRAINING MANAGER
A person who organises and manages training programmes within an
organisation is known as a Training Manager.
• They make sure that staff gain and develop the skills in order to carry
out their jobs effectively.
• Training managers should possess excellent communication and
presentation skills and enjoy helping people to learn and develop.
• In this job, one needs to be able to relate to all levels of staff to
identify training needs.
• You need a very organized approach and be able to plan ahead and
managed your time well.

72. ROLES OF TRAINING MANAGER
1) Conduct orientation sessions and arrange on-the-job training for
new hires.
2) Evaluate instructor performance and the effectiveness of training
programs, providing recommendations for improvement.
3) Develop testing and evaluation procedures.
4) Conduct or arrange for ongoing technical training and personal
development classes for staff members.
5) Confer with management and conduct surveys to identify
training needs based on projected production processes, changes,
and other factors.

73. 6) Develop and organize training manuals, multimedia visual aids, and
other educational materials.
7) Plan, develop, and provide training and staff development
programs, using knowledge of the effectiveness of methods such as
classroom training, demonstrations, on-the-job training, meetings,
conferences, and workshops.
8) Analyze training needs to develop new training programs or modify
and improve existing programs.
9) Review and evaluate training and apprenticeship programs for
compliance with government standards

74. Training managers have the primary responsibility of working
with line managers to identify and meet personnel training
needs.
The training manager should establish training and entry-level
requirements for key training positions and implement programs
to select and develop training personnel.
The training organization should exhibit a strong desire to meet
the training needs of the line organization in both its approach
to day-to-day activities and its long term strategic planning.
The training organization should help line managers,
supervisors, and personnel recognize that training strengthens
personnel and facility performance.

75. Training policy………?
Every organization has well established and prescribed
training policy for the training of employees.
TRAINING POLICY INCLUDES…..?
• This policy depicts the top management’s philosophy
regarding training of employees.
• This training policy includes the rules and regulations,
procedure,budget,standards and conditions regarding training.
• This policy depicts the intention of the company to train and
develop its personnel.
• It provide guidelines for training programme.

76. Components of training-
Components of training includes-
“ALL THAT MAKE-UP A TRAINING
PROGRAMME.”

77. Components of training-
1. Training policy of the organization
2. Top management support & commitment
3. The willingness of the trainee
4. Quality of the trainer.
5. Methods of training
6. Venue and duration of training
7. Training material
8. Training procedure: including feedback and
evaluation

78. Some important points regarding training….?
• In the organization employee training and development is
essential part of planning activity so that learning and
growth can take place in the organization.
• Employees should get opportunity of training. It should
not be based on favoritism.
• There should be sufficient budget for training and
development programme.

79. • Its importance should be recognized and never be
underestimated as sheer waste of time.
• The learner should be motivated
• It should be an endless activity for all.
• It should be structured and be managed in such a
way that learning takes place properly.

80. • It should hold humanistic values. it means it should
not be imposed, not criticized, no negative
reinforcement be given
• it should be participative.
• participation of employees should be encouraged in designing
complete training programme because it is a team work
• It should be evaluated in terms of practicality,
acquiring of skills, usefulness in job, in terms of
cost, time, in terms of effectiveness and changed
behavior.

81. Training &Development efforts in HR
should be oriented towards the
following…….
• Organization’s should create assessment centers for
training and development. These centers must be able
to assess the need for training and development
programmes in jobs and impart the required training
to the various categories of the employees.
• Organizations should set up suitable training and
development units for skills and knowledge
development with competent persons.

82. • Business schools should modify their curriculum
to include programmes related to the following
• -communication management, time mgt., conflict management,
self management-finance, health, work and family, office
management-record keeping, report writing.
• From time to time, review meetings should be to
measure the gain through training and
development schemes.
• Organizations should be open to suggestions and
active participation of employees should be
encouraged for decision making.

83. Purpose of training programmes…
1.Improving employee performance-
As it bridges the gap between the actual and
expected performance of the employees.
2.Updating employee skills-to adopt any
technological advances.
3.Avoiding managerial obsolescence

84. 4.Retaining and motivating employees
5. Creating an efficient and effective organization
6.It helps organizations to absorb changes taking place in
the environment and reduce resistance to change.

85. 7.Training increases the productivity and level of
performance of employees.
8.It aims to improve the quality of task.
9.To train employees in a particular culture of the
company.

86. Importance of training-
• Trained workers can work more efficiently.
• There will be fewer accidents. as training
improves the knowledge of employees regarding
the use of machines and equipments.
• Wastage is eliminated to a large extent as they use
tools, machines in a proper way.

87. • Training can contribute to higher production, fewer
mistakes, greater job satisfaction and lower labor
turnover.
• It makes the relationship between management and
employee cordial.
• It helps in introducing and adopting latest technology in
order to absorb change.

88. • Training helps an employee to move from one organization to
another easily. he can be more mobile and pursue career goals
easily.
• Training makes employees more loyal to an organization. they
will be less inclined to leave the unit where there are growth
opportunities. training enables employees to secure promotions
easily. they can realize their career goals comfortably.

89. • Economical supervision-as there is less
requirement for supervision for trained
employees.
• Uniform procedures-with the help of
training the best available methods can be
standardized and made available to all
employees

90. Areas of training-
1. Company policy and procedures
2. Skill based training
3. Human relations training-interpersonal skills, leadership
styles, disciplinary procedure etc.
4. Problem solving training –from simple operational
problems to major decision making problems.
5. Supervisory training-to enable the person to perform
managerial and supervisory functions such as
planning,organising,directing and controlling as employees
move ahead in their career paths to assume positions of
increased responsibility.

91. Training loses its meaning if the
learning is not applicable at work…..
HOW TO MINIMIZE THIS PROBLEM…..?
• Providing maximum experience with the task being taught
• Ensuring that general principles are understood
• Customizing training sessions to match the requirements
of the participants
• Modifying training programs to incorporate the latest
advancements in the area.

92. ETHICAL CONSIDERATION FOR
TRAINING AND DEVELOPMENT
PROGRAMS-
1. Voluntary consent participants-they should not be
forced to join these activities.
2. Discrimination-age, gender, race or related factors
should not be used as barriers to determine who
receives training.
3. Cost-effectiveness

93. Types of training
• Orientation training or induction training-to put
the new recruits at ease and to make him
introduced with key personnel and
informed about company policies,
procedures and benefits.
• Refresher training

94. • Job-instruction training-including four
steps:
1.Orient trainees to job situation by providing them
with an overview of the job.
2.Demonstrate the entire job
3.Ask trainees to do the job
4.Evaluate employee performance periodically and
offer supplementary training if necessary

95. • Apprenticeship training-commonly found in
industries such as carpentry and plumbing, apprentices
are trainees here who spend a prescribed period of time
working with an experienced, master worker.
• Training for promotion

96. Philosophy of training
Training efforts must invariably follow certain learning–
oriented guidelines-
1. Modelling- The selected model should provide the
right behaviour to be copied by others. if we want to
change people, it would be a good idea to have
videotapes of people showing the desired behaviour.
2. Motivation-when the employee is motivated, he pays
attention to what is being said, done and presented.

97. 3.Reinforcement –positive reinforcement consists of
rewarding desired behaviours.people avoid certain
behaviors that invite criticism and punishment.
4.Feedback-people learn best if feedback is given as soon
as possible after training as every employee wants to
know what is expected from him and how well he is
doing.
5.Spaced practice-learning takes place easily if the practice
sessions are spread over a period of time.

98. 6. Whole learning: the employees learn better if the
job information is explained as an entire logical
process, so that they can see how the various actions
fit together into the big picture.
7. Applicability of training: training should be as real
as possible so that trainees can successfully transfer
the new knowledge to their jobs.

99. 8. Environment: it is natural that workers who
are exposed to training in comfortable
environments with adequate ,well spaced rest
periods are more likely to learn than
employees whose training conditions are less
than ideal.

100. RETRAINING-?
Retraining is the process of learning a new skill or
trade, often in response to a change in the economic
environment. Generally it reflects changes in
profession choice rather than an "upward"
movement in the same

101. Importance of training objective
• The resources are always limited and training objectives
actually lead the design of the training program.
• It provides the clear guidelines and develops the training
program in less time because objectives focus specifically
on needs.
• Training objectives tell the trainee what is expected out of
him at the end of the training program.
• Training objectives are of great significance from a no. of
stakeholders’ perspectives-
1. Trainer Trainee Designer Evaluator

102. Benefits for Trainees are-
• Helps in reducing the anxiety of the trainee
up to some extent.
• Keep the participants aware of the
happenings, rather than keeping it surprise
• Helps in increase in concentration, which is
the crucial factor to make training successful.

103. Benefits for trainer-
• Helps the trainer to measure the progress of trainees
and make the required adjustments.
• Now trainer can establish relationship between
objectives and particular segments of training.

104. Benefits for designer
• Being aware of objective, he can design the training
package accordingly.
• Now he can look for training methods, training
equipments and training content accordingly to achieve
that objective. Without any guidance, he can’t design.
Example-Training objective is to deal effectively with
customers to increase the sales.
Now the designer ‘ll include-ways to improve
interpersonal skills, verbal and non-verbal language etc.

105. Benefit for evaluator
• The objective provides him a standard for evaluation
of progress of trainee.

106. Models of training-
Training is a transforming process that requires some
input and it turn it produce output in the form of
knowledge, skills and attitudes.
The three models of training are-
1. The system model
2. Instructional system development model
3. Transitional model

107. The system model of training-
It consists of five phases which should be repeated
on a regular basis to make further improvements. the
training should achieve the purpose of helping the
employees to perform their work to required
standards. The steps are-
ANALYSE
DESIGN
DEVELOP
EVALUATE
EXECUTE

108. 1. ANALYSE-Analyze and identify the training needs-what do they need to
learn. ,
• Instructional Goals, Instructional Analysis Learner Analysis and Learning objectives.
2. DESIGN-It requires developing the objective of training, identifying the
learning steps and , sequencing and structuring the contents.
• Design Assessment, Choose a course format, Create an instructional strategy
• Performance objectives
3. DEVELOP-Listing the activities in the training program that will assist
the participants to learn, examining training material, select the delivery
method, and validating information to be imparted to them.
4. EXECUTE-It’s the hardest part of the system because one wrong step
can lead to the failure of the whole training program.
5. EVALUATE-Evaluating each phase to make sure it has achieved its aim
in terms of subsequent work performance.

109. Instructional system development model
This model was made to answer
the training problems.
In it training objectives are
designed on the basis of job
responsibilities and job
description. And on the basis
of designed objective
,performance is measured.
The ISD model is a
continuous process that lasts
throughout the training
program. This model
comprises of five stages-
PLANNING
DEVELOPMENT
EXECUTION
ANALYSIS
FEEDBACK

110. 1. ANALYSIS-This phase consists of training need
assessments, job analysis and target audience analysis.
2. Planning- This phase consists of setting goals of the
learning, outcome, types of training material, media
selection, methods of evaluating the trainee, trainer and the
training program.
3. DEVELOPMENT-This phase translates design decisions
into training material. it consists of developing course
material, including handouts,workbooks,visual aids etc.
4. EXECUTION-it focuses on logistical arrangements, such
as arranging speakers,equipments,benches,podiums,food
facilities, cooling lighting ,parking and other training
accessories.
5. EVALUATION-evaluating whole process.

111. Transitional model of training
Transitional model focuses on the
organization as a whole. the other loop
describes the vision, mission and values of
the organization on the basis of which
training model i.e. inner lop is executed.

112. MISSION
VALUES
VISION IMPLEMENT
PLAN
OBJECTIVE
EVALUATE

113. 1. VISION-It focuses on the milestones that the organization
would like to achieve after the defined point of time. A vision
statement tell that where the organization sees itself few years
down the line.
2. MISSION-explain the reason of organizational existance.the
reason of developing a mission statement is to motivate,
inspire and inform the employees regarding the organization.
3. VALUES-vision is the translation of vision and mission into
communicable ideals. it reflects the deeply hold values of the
organization. foe example-social responsibility, excellent
customer service