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.

1. By
Saba Gul Rehmat
Trainning and Development
(T&D)

2. Presentation outline
 Introduction to training and
development
 Training vs. development
 The training process
 Development of HR
 Challenges

3. Introduction
 Training "An organization's planned efforts to help
employees to acquire job-related knowledge, skills,
abilities, and behaviors, with the goal of applying these
on the job”
 The process of teaching employees the basic skill to
perform their jobs efficectively and efficiently .
 Development “An organization’s conscious effort to
provide its managers (and potential managers) with
opportunities to learn, grow, and change, in hopes of
producing over the long term a cadre of managers with
the skills necessary to function effectively in that

4.  Training help the employees
to-do their current job.
 Training is for now
 Job oriented
 Scope is limited
 Whereas development by content
helps the individual to handle future
responsibilities.
 development is for future.
 Career oriented
 Scope is wider
Training vs.
development

5. The training process

6. Training need assessment
(TNA)
 The process of evaluating the organization, individual
employees, and employees tasks to determine what
kind of training, if any, are necessary.
 Variety of conditions may prompt an organization to do
NA.
 NA answers question in three broad areas..
 Analysis…. Organization , person , and task.
 success depends on accurate NA.

7. Readiness for training
 A combination of employee characteristics and
positive work environment that permit training.
 The necessary employee characteristics include
ability to learn the subject matter, favorable attitudes
toward the training, and motivation to learn.
Cognitive ability
 A positive work environment is one that encourages
learning and avoids interfering with the training
program.. Includes encouragement from peers , hr
dept etc.

8. Planning the training program
 Implementing training program is the responsibility of
HR dept ,
 When the needs assessment indicates a need for
training and employees are ready to learn than HR
department plans for trainnig program .
 Planning begins with establishing objectives for the
training program. Based on those objectives, the
planner decides who will provide the training, what
topics the training will cover, what training methods to
use, and how to evaluate the training.

9. T&D objectives
 Need assessment results in objectives , which should
state that ,the desire behavior and the condition under
which the training should occur. (e.g., physical
conditions, mental stresses, or equipment failure)
 Objectives are imp because when a trainer know the
objective he will communicate to the trainee and
trainee will be more focused .
 When deciding whom to include in training, the
organization has to avoid illegal discrimination, like
women , minorities or disables .

10. Trainers
 Next question is who will provide the training .
 many organizations use outside experts to develop
and instruct training courses.
 60% companies in US outsource it.
 For this HR dept can mail vendors for RFP, request
for proposal.

11. Training methods
 In selecting training techniques trade offs exist , there is no
single method always the best, the best method depends on
 Cost effectiveness ,Desire program content,Appropriateness
of the facilities
 Training methods use for trainnigs
1. On the job training
2. Lectures and video presentation
3. Vestibule training
4. Role playing
5. Behavior modeling
6. Case study methods
7. Computer games

12. On the job training
 The most widely used method of training, it is
basically learning by doing
 It’s a trainning method in which a person with job
experience and skill guides trainees in practicing job
skills at the workplace. This type of training takes
various forms, including apprenticeships and
internships.
 Apparently simple and less costly
 if not handled properly the costs can be high –
damaged machinery, unsatisfied customers, and

13. Lecture and video presentation
 Its an off the job training which basically means learning
before doing.
 It heavily relies on communication , then modeling
 Lecturing is a powerful technique because it offers
relative economy and meaning full organization material.
 TV, films ,slides presentations are similar to lectures.

14. Vestibule training
 To keep training from disturbing the normal
operations , some organizations use vestibule
training.
 Separate areas or vestibules are set up with
equipment similar to that used on the job .
 Hotel management trainings mostly use vestibules
trainings, for example they set front desk, room ,
kitchen etc to train employees

15. Role playing and behavior
modeling
 Each trainee is assigned a role in a situation and
asked to play the role and to react to other players’
role playing
 It may allow a male worker to play a role of female
supervisor and vice versa , and given a situation to
act according
 Sometimes, the role playing is videotaped and
reanalyzed as part of the training
 It helps to reduce racial differences and acceptance

16. Case study method
 Uses a written description of a real decision-making
situation in the organization or a situation that occurred
in another organization.
 Managers are asked to:
1. Identify the problems
2. Analyze the problems for their significance
3. Propose solutions
 This method helps employees in problem solving and
decision making .

17. Computer games
 Computerized simulations
 Mostly used in training top managers
 In a typical computerized game procedure, teams of
players are asked to make a series of operating (or
top-management) decisions like, deciding on product
price, purchase of materials, production scheduling,
fund borrowing, marketing etc.

18. Implementation
 Learning permanently changes behavior.
 Employees are most likely to learn when training is
linked to their current job experiences and tasks
 To fully understand and remember the content of the
training, employees need a chance to demonstrate
and practice what they have learned.
 Trainers should provide ways to actively involve the
trainees, have them practice repeatedly, and have
them complete tasks within a time that is appropriate
in light of the learning objectives.

19. Evaluation of T&D
 To verify program the program success it needs to be
evaluate properly .
 There are three criteria used for evaluating the
training:
1. Internal criteria
2. External criteria
3. Participants’ reaction

20.  Internal criteria
 Directly associated with the content of the
programme–for example, whether the employee
learned the facts or guidelines covered the
programme
 External criteria
 Related more to the ultimate purpose of the
programme–for example, improving the effectiveness
of the employee, the degree of learning transferred
from training sessions to on-the-job situations, change
in behavior , increases in sales volume or decrease
in turnover
 Participants’ reaction
 How the trainees feel about the benefits of a specific

21. Development of human resource
 Its nowadays one of a going concern of HR
departments .
 Through development of current employees ,
department reduces the company's dependence on
hiring new workers.
 If employees are developed properly then the job
opening can fill internally.
 Promotions and transfers also shows that
employees has a career not just a job .

22. Challenges …
 HR development is also mean to meet several
challenges which are as follows.
1. Employee obsolescence's
2. Technological change
3. Employee turnover etc..

23. THANK YOU
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