Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees. Essential for job success It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT) Coaching Mentoring Job Rotation Apprenticeship Training Committee Assignments Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005

1. Training and Developing Employees: Need
for Training, Systematic Approach to
Training, Types of Training, Training
Methods, Evaluation of Training
Deva Pramod V B
M.Sc. Psychology
Department of Psychology
Bharathiar University, India
vbdevan.psy@gmail.com
Human Resource Management

2. TRAINING :
• Training is a planned programme designed to improve performance
and bring about measurable changes in knowledge, skills, attitude
and social behaviour of employees.
• Essential for job success
• It can lead to higher production, fewer mistakes, greater job
satisfaction and lower turnover
Human Resource Management HRM 2

3. FEATURES OF TRAINING
• Increases knowledge and skills
• Focuses attention on the individual job
• Concentrates on individual employees
• Gives importance to short term performance
Human Resource Management HRM 3

4. Training is needed to serve :
• New recruits to perform assigned tasks effectively
• To prepare existing employees to for higher level jobs(Promotion)
• Helps the existing employees to keep in touch with latest
developments
• Permits employees to cope to move from one job to another
(transfers)
• To make employees more versatile, mobile, flexible
• To gain acceptance from peers
Human Resource Management HRM 4

5. Training Vs. Development
Training
• Concerned with teaching specific job related skills and behaviour
• One shot deal
• Result of Management initiative
Development
• Future oriented training, focusing on the personal growth of the employee
• Aims at improving the total Personality of an individual
• Ongoing, continuous process
• Result of Internal Motivation
Human Resource Management HRM 5

6. Training Vs. Education
Training is job oriented (skill) learning, practice based and company
specific
Education
• A process of increasing the General Knowledge
• A person-oriented, theory-based knowledge whose main purpose is
to improve the understanding of a particular subject (a kind of
conceptual learning).
Human Resource Management HRM 6

7. Checklist to avoid Training Pitfalls
Here is a checklist to avoid training pitfalls
• Attempting to teach too quickly
• Trying to teach too much
• Viewing all trainees as the same
• Not providing time to practice
• Providing a pat on back
• Not frightening the employee
Human Resource Management HRM 7

8. Learning Principles: The Philosophy of Training
Training efforts are invariably based on certain learning oriented
guidelines:
• Modelling
• Motivation
• Reinforcement
• Feedback
• Spaced practice
• Whole Learning
• Active Practice
Human Resource Management HRM 8

9. Applicability of Training
• Training should be as real as possible so that trainees can successfully
transfer the new knowledge to their jobs
• Training situations should be set up so that trainees can visualize and
identify with the types of situations they can come across on the job
Human Resource Management HRM 9

10. Environment
• Plays a major role in Training
• Workers who are exposed to training in comfort environments with
adequate, well spaced rest periods are more likely to learn than
employees whose training conditions are less than ideal
• Employees learn faster in comfortable environments
Human Resource Management HRM 10

11. Areas Of Training
Training is generally offered in the following areas
Knowledge
Technical
Skills
Social Skills Techniques
Human Resource Management HRM 11

12. Types Of Training
There are many approaches to Training. The various types of training that
are commonly employed in present-day organisations include :
• Skills Training
• Refresher Training
• Cross-Functional Training
• Team Training
• Creativity Training
o Breaking away
o Generate new ideas
o Delaying Judgement
• Diversity Training
• Literacy Training
Human Resource Management HRM 12

13. A Systematic Approach to Training
• A systematic approach to training would consist of three phases:
training needs assessment, implementation and evaluation
Assessment Implementation Evaluation
• Determining Training
Needs
• Identifying Training
Objectives
• Select training methods
• Conduct training
• Compare or evaluate
training Outcomes against
Criteria
Human Resource Management HRM 13

14. Training Needs Assessment
• Training needs can be identified through the following types:
Organizational Analysis
• Analysis of Objectives
• Resource Utilization Analysis
• Environmental Scanning
• Organizational Climate Analysis
Task or Role Analysis
Person Analysis
Human Resource Management HRM 14

15. Training Methods
• Usually by the location of instruction
• On the Job Training is provided when the workers are taught relevant knowledge,
skills and abilities at the actual work place.
• Off the Job Training requires the trainees learn at a location other than the real
work spot.
• Widely used training method includes:
1) Job Instruction Training (JIT)
2) Coaching
3) Mentoring
4) Job Rotation
5) Apprenticeship Training
6) Committee Assignments
Human Resource Management HRM 15

16. Job Instruction training (JIT)
• Developed during World War II
• Four step instructional process
oTraining directly received on the job
oTrainee receives an overview of the job
oTrainer actually demonstrates the job and the trainee is asked to copy the
trainer’s way.
oThe trainee, finally, tries to perform the job independently
Human Resource Management HRM 16

17. Merits and demerits of JIT
• Merits includes:
• Trainee learns fast through practice and observation.
• Economical as it does not require any special settings. Also mistakes can be corrected
immediately.
• The trainee gains confidence quickly as does the work himself in actual setting with
help from supervisor.
• It is most suitable for unskilled and semi-skilled jobs where the job operation are
simple; easy to explain and demonstrate with in a short span of time.
• Demerits includes:
• The trainee should be as good as the trainer. If the trainer is not good, transference
of knowledge and skills will be poor.
• While learning, trainee may damage equipment, waste materials, cause accidents
frequently.
• Experienced workers cannot use the machinery while it is being used for training.
Human Resource Management HRM 17

18. Coaching
• Continuous process of learning by doing
• Here the supervisor explains things and answers questions; throws
light on why things are done the way they are; offers a model for
trainees to copy, conducts lot of decision making meetings, and
allows trainees freedom to commit mistakes and learn
• Coaching, thus, requires lot of teaching skills.
Human Resource Management HRM 18

19. Mentoring
• Mentoring is a relationship in which a senior manager in an
organization assumes the responsibility for grooming a junior person
• Technical, interpersonal and political skills are generally conveyed in a
relationship from the more experienced person.
• Main objective of mentoring is to help an employee attain
psychological maturity and effectiveness and get integrated with the
organization
Human Resource Management HRM 19

20. Merits and Demerits of Mentoring
Merits include:
• There is an excellent opportunity to learn.
• Constant guidance helps the mentee to be on track, using facilities to good
advantage.
Demerits include:
• It may be create feelings of jealousy among quickly through continuous
interaction. Other workers, who are not able to show equally good
performance.
• If members from overly strong bonds with trainees, unwarranted
favouritism may result. This can have a demoralizing effect on other
workers, affecting their work performance in a negative way.
Human Resource Management HRM 20

21. Job Rotation
• Training involves the movement of trainee from one job to another
• Helps to understand a general idea about functions in an organization
• As a measure of relieving boredom
• Helps to develop rappot among individuals in an organization
Human Resource Management HRM 21

22. Merits of Job Rotation:
• Improves participant’s job skills, job satisfaction
• Provides valuable opportunities to network within the organization
• Offers faster promotions and higher salaries to quick learners
• Lateral transfers may be beneficial in rekindling enthusiasm and
developing new talents
Demerits of Job Rotation:
• Increased workload for participants.
• Constant job change may produce stress and anxiety.
• Mere multiplication of duties do not enrich the life of a trainee.
• Development costs may shoot up when trainees commit mistakes,
handle tasks less optimally
Human Resource Management HRM 22

23. Apprenticeship Training
• An internship is a kind of on-the-job training that usually combines
job training with classroom instructions in trade school, colleges and
universities
Committee Assignments
• In this method, trainees are asked to solve an actual organizational
programme working along with other trainees.
Human Resource Management HRM 23

24. Off-the-Job Methods
Off-the-Job Methods include:
• Vestibule Training
• Role Playing
• Lecture Method
• Conference or Discussion Method
• Programmed Instruction
Human Resource Management HRM 24

25. Evaluation of a Training Programme
• The process of Training Evaluation can be defined as “ any attempt to
obtain information on the effects of training performance and to
assess the value of training in the light of that information”
• Five levels of Evaluation :
1) Reactions
2) Learning
3) Job Behavior
4) Organization
5) Ultimate Value
Human Resource Management HRM 25

26. Methods of Evaluation
Various methods can be used to collect data on the outcomes of
training. Some of the commonly used methods are:
 Questionnaires
 Tests
 Interviews
 Studies
 Human Resource Factors
 Cost Benefit Analysis
 Feedback
Human Resource Management HRM 26

27. Keywords
• Training
• Need For Training
• Areas of Training
• Types of Training
• Methods of Training
• A Systematic Approach To Training
• On The Job Training Methods
• Off The Job Training Methods
• Evaluation of A Training Programme
Human Resource Management HRM 27

28. REFERENCES
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –
Prentice Hall, New Delhi, 2005
Human Resource Management HRM 28

29. Thank You
Human Resource Management HRM 29