Training and Development
Training and Development
Training and Development
Meaning of training & development: The need for Training and Development is determined by the employees performance deficiency, computed as follows. Training & Development Need = Standard Performance Actual Performance .We can make a distinction among Training, Development and Education.
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What is Training?
Training involves improving the skills, knowledge and attitudes of employees so as to become more efficient and productive.
Objectives of Training Improve the efficiency of workforce Make workers multi-skilled and flexible Introducing a new process or new machinery Reduce wastage of material and time Adapt to change
PROGRAMME Every training and development programme must address the following vital issues:
Types of Training
Induction Training Lectures Audio visuals On the job training Off the job training Programme instruction Computer assistance instruction
Simulation
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Assessment Stage
Organizational Needs Assessment Task Need Assessment Development of Training Objectives Development of Criteria for Training Evaluation
Training Stage
Evaluation Stage
Feedback
Training Process
Organizational Objectives and Strategies Assessment of Training Needs Establishment of Training Goals
Devising Training Programme Implementation of Training programme Evaluation of Results
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Expected Curve
Performance/ Results
Actual Curve
800 Cars
In training terms this means we need to develop programs to fill the Gap
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Training Needs
The reasons for not making the 1,000 cars:
Not enough resources Poor machines Poor staff skills
high Target achievable Is training the only way to make it happen Are there other factors.
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If we follow the GAP concept, 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 1. Activity 2. Skills 3. Knowledge
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employees
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Follow up of Training
Follow-up is the key to ensuring that
money on training of employees and this expenditure should give positive return in terms of higher efficiency, productivity, high morale, cordial industrial relations.
On the whole, followup action is required
Importance of Training
Maintains qualified products / services. Provides information for new comers. Refreshes memory of old employees. Achieves learning about new things;
suggest improvements.
Improves communication & relationships -
better teamwork.
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Benefits to the individual which in turn ultimately should benefit the organization
Increases job satisfaction and
recognition Helps the individual in making better decisions Satisfies personal needs of the trainer and trainee Helps eliminate fear in attempting new task Helps the person handle Stress, tension , frustration and conflicts
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and uneven. Aggregate spending on training is inadequate. Educational institutions award degrees but graduates lack skills. No help to workers displaced because of downsizing. Unions influence Organized labor can help.
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Target group
Eligibility Objectivity
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24 days 4 weeks (88 sessions) Probationary/ Trainee Officers Recently appointed/ Promoted probationary Trainee officers
OBJECTIVES
To increase their awareness of the changing economic environment and the role of the banking sector in it.
To enable then to understand State Banks organizational structure, functions, vision, mission, values ad HRD philosophy.
development programme in 2011, the Bank identified the following changes were
needed: Material used within the programme needed updating to reflect a changing business environment. Delegates felt the content was too theoretical. They required more practical knowledge to help them become great managers. The course content was not always relevant to managers in different countries. Facilitator delivery of the programme was of varying standards and their messages were inconsistent.
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Capps approach
It supported Standard Chartered Banks Leadership Development team by: Running interviews with stakeholders to understand the specific needs of the learners. Designing programme content that introduced managers to the principles required to ensure strengths-based management that delivered high performance, including:
o Strengthspotting
o An introduction to Capps strengths assessment model Realise2 and the 4M development process. Drawing on the stakeholder interviews, we ensured that the programme content was highly interactive and offered managers practical experience of strengths. This included time to practice holding strengths-based performance conversations. Capp designed a virtual roll out process for this programme, which involved delivering a series
Outcome
Since Capp redesigned the programme in July 2011, it has been rolled out to over 580 managers in 38 separate workshops.
Evaluation data from the project to date shows: The average participant satisfaction score is 93%. Participants feel they have increased their confi dence in using strengths within the workplace.
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Conclusion
Training and development activities
are designed considerable cost not withstanding, to impart specific skills, abilities and knowledge to employees. A programme of training and development is important as it lends stability and flexibility to an organization. Several barriers impede the effectiveness of training and there are ways of removing them.
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made by,
Saima Bekkam-12 Merlyn Coelho-17 Ramona Dsouza-21 Ruth Joseph-19 Tanika Wadhwa-60
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