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UNIT 1-EMPLOYEE TRAINING AND DEVELOPMENT
CONTENT
1. Introduction to Employee Training and Development
2. Role of Training In organisation
3. Definition
4. Scope
5....
1. Continous and perennial activity
2. Stone age Metal Age
3. Gurukul (Residential Training, Apprenticeship)
4. Alwin Tofl...
Issues affecting companies and influencing training practices:
1.Customer service
2.Employee retention and growth
3.Doing ...
ROLE OF TRAINING
1. Acquire Professional Knowledge, Skill and Attitude
2. Realize the potential
3. Desired Change in Behav...
Definition
“A planned effort by a company to facilitate employees’ learning of job-
related competencies”
Other Definition...
S.No Criteria Training Development
1. Focus Technical and Mechanical Skill Conceptual and Analytical Skill
2. Concern Spec...
Continuous Learning – requires employees to understand the entire work
system including the relationships among:
• their j...
FORCES INFLUENCING WORKING AND LEARNING
1. Globalization
2. Need for leadership
3. Increased value placed on knowledge
4. ...
THE NEEDS FOR TRAINING
(i) Higher Productivity
(ii) Quality Improvement
(iii) Reduction of Learning Time
(iv) Industrial S...
Cognitive Knowledge
(know what)
Advanced Skills
(know how)
System Understanding
and Creativity
(know why)
Self-Motivated
C...
SCOPE FOR TRAINING
1. Increased the quality
2. Employee retention
3. Fast customer service
4. Organisational existanece
5....
OBJECTIVES OF TRAINING
1.To train the employee in the company’s culture and ethos
2. To prepare both newly recruited and a...
BENEFITS OF TRAINING TO ORGANISATION
1.Improved profitability, Increased productivity and quality of work
2. Helps to cut ...
BENEFITS OF TRAINING TO ORGANISATION (Continued)
11. Provides information of future needs in all areas or organ.
12. Aids ...
BENEFITS TO INDIVIDUALS
1. Better decision making and effective problem solving
2. Motivated
3. Give the sense of accompli...
TRAINING DESIGN PROCESS
Conducting
Needs
Assessment
Ensuring Employees’
Readiness for
Training
Creating a Learning
Environ...
TRAINING DESIGN PROCESS
Models of Organizing the Training Department
Faculty Model
Customer Model
Matrix Model
Corporate
University Model
Virtual ...
The Faculty Model
Training Specialty Areas
Director of Training
Safety
Training
Quality
Training
Technology
and
Computer
S...
The Customer Model
Business Functions
Director of Training
Information
Systems
Marketing Production
and
Operations
Finance
The Matrix Model
Sales
Training
Quality
Training
Technology
and
Computer
Systems
Safety
Training
Director of Training
Busi...
The Corporate University Model
Training
Advantages
Dissemination of
Best Practices
Align Training
with Business
Needs
Inte...
Virtual Model (Virtual Training Organizations)
 Virtual training organizations operate according to three principles:
◦ E...
Characteristics of Virtual Training Organizations:
 A virtual training organization is customer focused
 Takes more resp...
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENT
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Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENT

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Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation

Published in: Business

Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENT

  1. 1. UNIT 1-EMPLOYEE TRAINING AND DEVELOPMENT
  2. 2. CONTENT 1. Introduction to Employee Training and Development 2. Role of Training In organisation 3. Definition 4. Scope 5. Objectives 6. Benefits 7. Place of Training in Organisational Structure 8. A Training Process Model 9. Difference between Training and Development
  3. 3. 1. Continous and perennial activity 2. Stone age Metal Age 3. Gurukul (Residential Training, Apprenticeship) 4. Alwin Tofler “ Only change is permanent” 5. Challenges of LPG 6. Training can contribute to companies’ competitiveness 7. Competitiveness – refers to a company’s ability to maintain and gain market share in an industry 8. Competitive Advantage
  4. 4. Issues affecting companies and influencing training practices: 1.Customer service 2.Employee retention and growth 3.Doing more with less 4.Quality and productivity
  5. 5. ROLE OF TRAINING 1. Acquire Professional Knowledge, Skill and Attitude 2. Realize the potential 3. Desired Change in Behavior 4. Ready to change 5. Continuous improvement 6. Peaceful work environment 7. Respect 8. Sustainability 9. Competitive Advantage 10.Profitability
  6. 6. Definition “A planned effort by a company to facilitate employees’ learning of job- related competencies” Other Definitions Hesseling: “ Sequence of experiences or opportunities desi8gned to modify behaviour in order to attain a stated objective” Oatey : “Any actitvity which deliberatelt attempts to improve a person’s skill at a task” Nadler: “ Training” which is considered with present job, “Development” which is concerned with future Job Flippo: The act of increasing the knowledge and skills of an employee for doing a particular job
  7. 7. S.No Criteria Training Development 1. Focus Technical and Mechanical Skill Conceptual and Analytical Skill 2. Concern Specific Job skill and behaviour Enhancement of General knowledge and understanding of Non technical organisational function 3. Target Non Managers Managers and Executives 4. Job Current Job Future Job 5. Gain Short Term Long term 6. Period One Time Continuous ongoing process 7. SKill Enhancing Particular Job skill Personal growth and development of overall personality 8. Process Job oriented and vocational in nature General in nature strive to inculcate initiative, enterprise, creative, dedication and loyalty among executives 9. Motivation Extrinsic Intrinsic 10. Evaluations Easy and essential Difficult to Measure DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT (Lawrence S.Kleiman)
  8. 8. Continuous Learning – requires employees to understand the entire work system including the relationships among: • their jobs • their work units • the entire company 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
  9. 9. FORCES INFLUENCING WORKING AND LEARNING 1. Globalization 2. Need for leadership 3. Increased value placed on knowledge 4. Attracting and retaining talent 5. Customer service and quality emphasis 6. Changing demographics and diversity of the work force 7. New technology 8. High-performance models of work systems(Cross Training) 9. Economic changes
  10. 10. THE NEEDS FOR TRAINING (i) Higher Productivity (ii) Quality Improvement (iii) Reduction of Learning Time (iv) Industrial Safety (iv) Reduction of Turnover and Absenteeism (vi) Technology Update (vii) Effective Management
  11. 11. Cognitive Knowledge (know what) Advanced Skills (know how) System Understanding and Creativity (know why) Self-Motivated Creativity (care why) Intellectual Capital
  12. 12. SCOPE FOR TRAINING 1. Increased the quality 2. Employee retention 3. Fast customer service 4. Organisational existanece 5. Lifestyle 6. Attitude 7. Continous learning
  13. 13. OBJECTIVES OF TRAINING 1.To train the employee in the company’s culture and ethos 2. To prepare both newly recruited and already employed to meet the present and future requirement of the job and organ. 3. In order to improve the work methods that increate the quality and quantity in output 4. To prevent obsolescence 5. To prepare employee to higher level responsibilities 6.To increase the effective and efficiency by updating on latest concepts and techniques 7. To facilitate succession planning (To build up a second line of competent managers) 8. To reduce supervision 9. To reduce wastage and accidents 10.To ensure economical out put with high quality 11.To develop interpersonal relations 12. To foster individual and group morale, positive attitude and cordial relations.
  14. 14. BENEFITS OF TRAINING TO ORGANISATION 1.Improved profitability, Increased productivity and quality of work 2. Helps to cut down cost by increased speed and accuracy and reduced waste and accidents. 3. Improved job knowledge and skills at all level of organisation 4. Improved the moral of employee 5.Hesps people identity with organl goals 6. Helps to create better corporate image 7. Fosters openness and trust 8. Improves relations between boss and superior 9. Aids in organ development 10. Learns from the trainee (Peer Level learning) 11. Helps orgn to prepare guidelines for work
  15. 15. BENEFITS OF TRAINING TO ORGANISATION (Continued) 11. Provides information of future needs in all areas or organ. 12. Aids to promotion with in 13. Developing leadership skill, motivation , better attitude and other aspects that successful workers and managers usually display 14. Reduce outside consulting cost by using competent internal consultants 15. Stimulates preventive management 16. Creates a concuce work climate 17. Aids in organisational communication 18. Helps employees to adjust the change 19. Prevents stress, tension and conflicts in work place
  16. 16. BENEFITS TO INDIVIDUALS 1. Better decision making and effective problem solving 2. Motivated 3. Give the sense of accomplishment 4. Confidence 5. Better responsibility 6. Improved morale 7.Increase job satisfaction 8. Better recognition 9. Helps to achieve personal goals while improving interactive skill 10. Sense of growth in learning 11. Provide career growth 12. Help to handle job related stress 13. Increased knowledge and skill 14. Helps in eliminating fear in attempting new tasks.
  17. 17. TRAINING DESIGN PROCESS Conducting Needs Assessment Ensuring Employees’ Readiness for Training Creating a Learning Environment Ensuring Transfer of Training Developing an Evaluation Plan Select Training Method Monitoring and Evaluating the Program
  18. 18. TRAINING DESIGN PROCESS
  19. 19. Models of Organizing the Training Department Faculty Model Customer Model Matrix Model Corporate University Model Virtual Model
  20. 20. The Faculty Model Training Specialty Areas Director of Training Safety Training Quality Training Technology and Computer Systems Leadership Development Sales Training
  21. 21. The Customer Model Business Functions Director of Training Information Systems Marketing Production and Operations Finance
  22. 22. The Matrix Model Sales Training Quality Training Technology and Computer Systems Safety Training Director of Training Business Functions Marketing Production and Operations Training Specialty Areas
  23. 23. The Corporate University Model Training Advantages Dissemination of Best Practices Align Training with Business Needs Integrate Training Initiatives Effectively Utilize New Training Methods and Technology Historical Training Problems Excess Costs Poor Delivery and Focus Inconsistent Use of Common Training Practices Best Training Practices Not Shared Training Not Integrated or Coordinated Leadership Development Programs New Employee Programs Product Development Operations Sales and Marketing Human Resources
  24. 24. Virtual Model (Virtual Training Organizations)  Virtual training organizations operate according to three principles: ◦ Employees (not the company) have primary responsibility for learning ◦ The most effective learning takes place on the job, not in the classroom ◦ For training to translate into improved job performance, the manager- employee relationship (not employee-trainer relationship) is critical
  25. 25. Characteristics of Virtual Training Organizations:  A virtual training organization is customer focused  Takes more responsibility for learning and evaluating training effectiveness  Provides customized training solutions based on customer needs  Determines when and how to deliver training based on customer needs  Leverages resources from many areas  Involves line managers in direction and content

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