Human Resource Management-16MBA21

Training and Development

UNIT 4 Notes

Unit 4: (8 hours)
Training and development: Training v/s development, Training v/s Education, Systematic
Approach to Training, Training Methods.

Training: It is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees.

 “The systematic development of the knowledge, skills and attitudes required by an

individual to perform adequately a given task or job” Michael Armstrong
 “The act of increasing knowledge and skills of an employee for doing a particular job”
By Edwin B. Flippo
 E.g... Cricket, Firing.
 Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time. Training is
about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.
 Training is simply a means to use activities to fill the gaps of performance between the
actual results and the expected results.

This GAP can be separated into 3 main themes

 Attitude
 Skills
 Knowledge

Development:
 Develop aims to improve the total personality of an individual.
 Development is a process of preparing employees for future position and improves their
personal skills to handle the critical situations in an organization.
 Development is a process that “strives to build the capacity to achieve and sustain a new
desired state that benefits the organization or community and the world around them.”

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TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that
employees performance will increases through the learning and behavioral change takes
place in structured format.

Training and development is the field which is concerned with organizational activity
aimed at bettering the performance of individuals and groups

People can learn new information, re-learn and reinforce existing knowledge and skills, and
most importantly have time to think and consider what new options can help them improve
their effectiveness at work.

Training and Development at Accenture in India

From the hiring process throughout a career at Accenture, people can develop their skills
and capabilities based on their interests and talents. New joiner orientation and our core
curriculum provide an introduction to Accenture and develop basic skills for success.

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Training and Education:
1. Training – provides learners with the skills and knowledge to perform the tasks on
their current jobs. It is short term and immediate.
 Education – provides learners with the knowledge and skill to prepare them for
a future job, typically their next one.
 Education is a lifetime investment. It tends to be initiated by a person in the area of
his/her interest
Sl Training Education
No
1 Art of Increasing the knowledge and The process of increasing the general
specific skills knowledge and understanding
conceptual learning
2 Narrow in scope Wider in scope
3 Practice based and company specific Theory based knowledge
4 Specific purpose General purpose
5 Current job Future oriented
6 Short term Life time

Significance/Importance of T&D:
 Optimum Utilization of Human Resources – Training and Development helps in
optimizing the utilization of human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.
 Development of Human Resources – Training and Development helps to provide an
opportunity and broad structure for the development of human resources’ technical and
behavioral skills in an organization. It also helps the employees in attaining personal
growth.
 Development of skills of employees – Training and Development helps in increasing
the job knowledge and skills of employees at each level. It helps to expand the horizons
of human intellect and an overall personality of the employees.
 Productivity – Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal.
 Team spirit – Training and Development helps in inculcating the sense of team work,
team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within
the employees.
 Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization
 Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.
 Quality – Training and Development helps in improving upon the quality of work and
work-life.

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 Healthy work environment – T&D helps in creating the healthy working environment.
It helps to build good employee, relationship so that individual goals aligns with
organizational goal.
 Morale – Training and Development helps in improving the morale of the work force.
 Image – Training and Development helps in creating a better corporate image.
 Profitability – Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
 Training and Development aids in organizational development i.e. Organization gets
more effective decision making and problem solving. It helps in understanding and
carrying out organizational policies
 Training and Development helps in developing leadership skills, motivation, loyalty,
better attitude and other aspects

A SYSTEMATIC APPROACH TO TRAINING: (SAT)

SAT is an approach that provides a logical progression from the identification of the tasks required to perform
a job to the implementation and evaluation of training.

1. Assessment:

Training needs Analysis: Whether training is needed? If so, what type of training? Whether
training will actually improve the employee performance on the job?
 Organizational analysis: Its training available for training and support from managers.
 Person Analysis: who are the employees need training, identify the level of employees
to impart training
 Task and role analysis: determines the task, on which training has to be given, it is
required to determine to evaluate the training needs of employees as per knowledge and
experience possessed by each employee in company.

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Identify training objectives: objective and goals of training program need to be clarified.
 Operational objective: concerned with efficiency about organizational working and
outputs.
 Performance objective: relates to individual performance in terms of efficiency and
performance.
 Reaction objective: refers to reaction/feedback of employees relating to training
program in company.

2. Training Implementation
 Implementation involves a series of activities, through which training managers
bring the course to learners in accordance with approved design.
 It requires scheduling of courses, faculties, equipments and service providers apart
from arranging for ongoing classroom support, and ensuring the smooth flow of
activities as per the plan.
 A programme can be implemented in three major ways namely by buying
(outsourcing) the programme or making it (conducting in-house) or by a mixture of
outsourcing and making it happen yourself which can be called as blended or hybrid
approach.
Deciding on methods of training program:
 Method and technique will influence the effectiveness of training so the trainer has to
select the best method for the employees based on the area of training.
 Depth of knowledge, nature of skills required of particular job.
 Background of trainees for assessing capacities and potential
 Consideration regarding cost, time, availability of trainers, required facilities etc.
 Number of persons to be trained and developed
Conduct the training program according to the plan

3. Training Evaluation:
 The process of examining a training program is called training evaluation.

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 Training evaluation checks whether training has had the desired effect. Training
evaluation ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines
 Training Evaluation refers to the process of collecting the outcomes needed to determine
whether training is effective. These outcomes included trainees’ satisfaction with the
program and rating of behavior.
Determining methods of evaluating training program
 Evaluation is the measure of effectiveness of training.
 Assessing and measuring how far learning has been gainful for employees.
Measuring changes in terms of cost, quality and production.

 Training Effectiveness refers to the benefits that the company and the trainees receive
from training. Benefits for trainees may include learning new skills or behaviors.
Benefits for the company may include increased sales and more satisfied customers.

Direct costs include salaries and benefits for all employees involved in training, including
trainees, instructors, consultants and employees who design the program. Indirect costs
include general office supplies, facilities equipment and related expenses. Benefits are the
value that the company gains from the training program.
 The various methods of training evaluation are:
 Observation
 Questionnaire
 Interview
 Self diaries
 Pre and Post test
In order to evaluate the training program, a company must decide how it will determine the
program’s effectiveness. It must identify what training outcomes or criteria it will measure.
According to D.L Kirkpatrick’s four-level framework for categorizing training out-comes.
Both level 1 and level 2 criteria (reactions and learning) are collected before trainees return
to their job. Level 3 and level 4 criteria (behaviour and results) measure the degree to which
trainees are using training content on the job.
Evaluate Result of participating in the training program
The four levels of Kirkpatrick's evaluation model essentially measure:
1. Reaction of trainees - what they thought and felt about the training (Trainee satisfaction
towards training)
2. Learning - the resulting increase in knowledge or capability (Acquisition of skills,
knowledge)
3. Behaviour - extent of behaviour and capability improvement and
implementation/application at the work place (Improvement of behaviour on job)
4. Results - the effects on the business or environment resulting from the trainee's
performance (Achievement of objectives)

Types/Methods of Training: ON THE JOB AND OFF THE JOB

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On the Job Training: On-the-job training is training that takes place while employees
are actually working. It means that skills can be gained while trainees are carrying out their
jobs.
It refers to new or inexperienced employees learning through observing peers or managers
performing the job and trying to imitate their behavior. Employees perform the job under
the supervision and guidance of the trainers/managers

Steps in Effective ON THE JOB TRAINING

1. Prepare for the training
 Update Position Descriptions
 Write step-by-step analysis of task
 Write Training Plan
2. Ask questions to determine trainee’s experience
3. Tell the trainee about the task
4. Show the trainee how the task is done
5. Encourage the trainee to do the task
6. Follow up to insure that the trainee can do the task

1. Coaching: A coach is a peer or manager who works with employees to motivate

them, help them develop skills, and provide reinforcement and feedback. There are
three roles that a coach can play.
 Involves direct personal instruction and guidance given to employee by coacher
which involves process of learning while doing.
 It is one to one interaction approach for short term task-based
 Considered as corrective measure for inadequate performance.

 Helps in identifying weaknesses and focuses on areas which need improvement.

 The best coaches are empathetic, supportive, practical and self-confident but do not
appear to know all the answers or to want to tell others what to do. Employees who are
going to be coached need to be open minded and interested, not defensive, close-
minded, or concerned with their reputation. Coaches offer their experience and expertise
to help an employee. Some companies are using coaching specifically to help groom
current and future executives.

2. Mentoring:
 Mentoring is a developmental partnership through which one person shares knowledge,
skills, information
 Mentoring is a term generally used to describe a relationship between an individual,
called a mentee, and a more experienced individual known as a mentor.
 Traditionally, mentoring is viewed as a face-to-face, long-term relationship

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 Experienced individual (the mentor) is assigned to act as an advisor, counsellor, or guide
to a junior or trainee. The mentor is responsible for providing support to,
and feedback on the individual performance
 Conducted for management-level employees

A mentor is an experienced senior employee who helps develop a less experienced

employee (the Mentee). Most mentoring relationships develop informally as a result of
interests or values shared by mentor and mentee.
Mentors provide career and psychosocial support to their mentee
 Career Support includes coaching, protection, sponsorship and providing
challenging assignments, exposure and visibility.
 Psychosocial Support includes serving as a friend and a role model, providing
positive regard and acceptance and providing an outlet for the mentee to talk about
anxieties and fears.
 Additional benefits for mentee include skill development, higher rates of promotion,
larger salaries and greater organizational influence.
It provides opportunities for mentors to develop interpersonal skills and increase their
feelings of self-esteem and worth to the organization.

Mentoring Coaching
Relationship oriented Task oriented
Long term Short term

3. Job Rotation: It involves providing employees with a series of job assignments in

various functional areas of the company or movement among jobs in a single
functional area or department. Job rotation helps an employee gain an overall
appreciation of the company’s goals, increases their understanding of different
company functions, develops a network of contacts and improves their problem
solving and decision-making skills.
 Movement of employees from one job to another job to gain skills and knowledge.
 Individuals learn several different skills and perform each task for a specified
time period.
 This approach allows the manger to operate in diverse roles and understand the
different issues that crop up.
 It is the process of preparing employees at a lower level to replace someone at the
next higher level.
 It is used to develop skills as well as give employees experience needed for
managerial positions.
 Employees understand specific skills that will be developed by rotation.
 Job rotation is used for all levels and types of employees.

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 4. Job Instruction Training (JIT): One of the first steps is trainer selection – preferably a
supervisor or a skilled person within the department.
 JIT basically used to teach the workers how to do their job effectively.
 It basically includes four steps:
o Trainees receive overview of job, its purpose and desired outcomes.
o Trainer demonstrates job to employee so that trainees can get brief outlook
of job.
o Trainee is asked to copy trainer’s demonstration, till trainee is perfect in
performing given job.
o Trainees carry out the job without supervision.

1. Present/Plan: This step includes a written breakdown of the work to be done because the
trainer and the trainee must understand that documentation is must and important for
the familiarity of work.
2. Demonstrate/Present – In this step, trainer provides the synopsis of the job while
presenting the participants the different aspects of the work. When the trainer
demonstrates how to do the job and why is that done in that specific manner. Trainer
actually demonstrates the procedure while emphasizing the key points and safety
instructions.
3. Copy/Trial – This step actually a kind of rehearsal step, in which trainee tries to perform
the work and the trainer is able to provide instant feedback.
4. Follow-up – In this step, the trainer checks the trainee’s job frequently after the training
program is over to prevent bad work habits from developing.

5. Apprenticeship: “Earn while you learn”

It is a work study training method with both on-the-job and classroom training. To qualify
as a registered apprentice under state of federal guidelines, apprentices in most cases must
complete at least 144 hours of classroom instruction and must obtain 2,000 hours, or one
year, of on-the job experience. Once their training is completed, apprentices are called
journey workers and they earn certification from the U.S department of Labor or state
apprentice agency. Apprentice-like programs are also used to prepare new managers.
Ex: Goldcorp, a company in the mining industry.
Ex: Hyatt Hotels.
 It is initial period in which employee’s joins organization.
 During this period employee will go through training session which will give him
basic frame work to be performed at job.
 Employee’s performance during this period will be deciding point about employee’s
permanent appointment in company.

Off-the-Job Training: Trainee is separated from the job environment

 Take place at training agency or local college, training centres
 Study materials
 Fully concentrate on learning rather than performing
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  Freedom of expression

Types of Off the Job training methods:

1. Management Games: Business games are primarily used for management skill
development. Games stimulate learning because participants are actively involved and
because games mimic the competitive nature of business. The types of decisions that
participants make in games include all aspects of management practice-labor relations
(agreement in contract negotiations), ethics, marketing (the price to charge for a new
product), and finance (financing the purchase of a new technology). Games are generally
designed to demonstrate an understanding of or application of knowledge, Skill or
behavior.
 Team building activities, time management activities
 To improve decision making and analytical skills.
 To develop awareness of the need to make decisions.
 To develop an understanding of the interrelationships
 To develop the ability to function cooperatively and effectively in a small group
situation.
2. Role playing: Role plays have trainees act out characters assigned to them. Information
regarding the situation (work or interpersonal problem) is provided to the trainees. Role
plays differ from simulations on the basis of response choices available to the trainees
and the level of detail of the situation given to the trainees.
Equal treatment of all trainees means that the condition of the learning environment
such as opportunities for practice, feedback and role playing should be made available
for all trainees regardless of their background
 It is the method of human interaction that involves realistic behavior in imaginary
situations.
 In this method, The employees will be involved completely in the given roles and
perform the roles in the given situation
 This method is used for developing inter-personal relations skills.
 The trainees assume roles and act out situations connected to the learning concepts. It
is good for customer service and sales training.

3. Lecture Method / Class Room teaching:

 In a lecture trainees communicate through spoken words what they want the trainees
to learn. It is primarily a one way-from the trainer to the audience. Instructor-led
classroom presentation remains a popular training method despite new technologies
such as interactive video and computer-assisted instruction.
 A lecture is one of the least expensive, least time consuming ways to present a large
amount of information efficiently in an organized manner. The lecture format is also
useful because it is easily employed with large groups of trainees.
 Lecture is traditional & direct method of instruction.
 It is a verbal presentation of information by an instructor to a large audience.
 The lecture must motivate & create interest among the trainees in order to become
effective

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  It is presumed to possess a considerable depth of knowledge of subject at hand.
Variations of the lecture method:
 Standard lecture-Trainer talks while trainees listen and absorb information.
 Team teaching-Two or more trainers present different topics or alternative views of
the same topic.
 Guest Speakers-Speaker visits the session for a predetermined time period.
 Panels-Two or more speakers present information and ask questions.
 Students Presentations-Groups of trainees present topics to the class.

4. Case Studies: A case study is a description about how employees or an organization

dealt with a difficult situation. Trainees are required to analyze and critique the actions
taken; indicating the appropriate actions suggesting what might have been done
differently. Cases help trainees develop higher order intellectual skills such as analysis,
synthesis and evaluation. It helps trainees develop the willingness to take risks based on
their analysis of the situation.
The process involved for case development:
a. Identify a story
b. Gather information
c. Prepare a story outline
d. Decide on administrative issues
e. Prepare case materials
Case Studies try to simulate decision making situation that trainees may find at their work
place. It reflects the situations and complex problems faced by managers, staff, HR, CEO,
etc. The objective of the case study method is to get trainees to apply known concepts and
ideologies. The case study method emphasize on approach to see a particular problem
rather than a solution.

5. Conference: In this method of training, the group of people who possess ideas, facts,
data etc. are into the discussion which contributes to the improvement of job
performance. Each one will be sharing their knowledge, facts and ideas.
 Method in which a trainee and a trainer hold one-to-one discussions on the subject
matter to be imparted

6. Vestibule Training/Simulations:
Trainees participate in a reality-based, interactive activity where they imitate actions
required on the job. It is a useful technique for skills development.
The trainer create the artificial work environment and trainee will perform the job / task
 In this type of training, a training center is set up and actual job conditions are
duplicated or simulated in it.
 Trainers are employed to provide training with the help of equipment and machines
which are identical to that of workplace.
 The purpose of vestibule training is to reproduce an actual work setting and place it
under the trainer's control to allow for immediate and constructive feedback.
Training vestibules are useful because they allow trainees to practice while avoiding
personal injury and damage to expensive equipment without affecting production.

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  Stock market, Pilots and Astronauts

Advantages and Disadvantages of - ON the job training

Advantages:
 Generally, most cost-effective as training will be carried out at the work place itself.
 Employees are actually productive; employees learn and perform the job, which will
help them to rectify the errors on the job itself.
 Opportunity to learn while doing training alongside real colleagues
Disadvantages:
 Quality depends on ability of trainer and time available
 Bad habits might be passed on from trainers like postponing the work
 Learning environment may not be conducive as they will be under the observation
 Potential disruption to production as work pressure increases with training process.

Advantages and Disadvantages of - OFF the job training

Advantages:
 A wider range of skills or qualifications can be obtained and Can learn from outside
specialists or experts
 Employees can be more confident when starting job
 It gives peace of mind to employees as employees are out of work pressure and away
from work environment.
Disadvantages:
 More expensive – e.g. transport and accommodation.
 Lost working time and potential output from employee as employees /trainees are
sent away from the regular work.
 Employees now have new skills/qualifications and may leave for better jobs
 Generally, time consuming

Executive Development:
Executive or management development is a planned, systematic and continuous process of
learning and growth by which managers develop their conceptual and analytical abilities to
manage.
Features of Executive development:
 It is a planned effort to improve executive’s ability to handle a variety of assignments
 It is a continuous, ongoing activity
 It aims at improving the total personality of executives
 It aims at meeting future needs unlike training, which seeks to meet current needs
 It is a long term process, as managers take time to acquire and improve their
capabilities
 It is proactive in nature as it focuses on the present as well as future requirements of
both the organization and the individual.

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