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    Training & Development: Human Resource Management Mms (Sem Ii)

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    Rogil Jacob Daniel
    1. Training and development refer to imparting specific skills, abilities, and knowledge to employees. Training focuses on short-term skills for current jobs, while development helps employees grow for future roles. 2. A training program involves needs assessment, design and delivery, and evaluation. Needs assessment identifies organizational, task, and individual training needs. Design sets objectives and methods. Delivery uses on-the-job and off-the-job methods. Evaluation assesses reaction, learning, behavior change, and results. 3. Executive development enhances conceptual skills for increased responsibilities. It focuses on areas like decision-making, communication, and judgment. Evaluation of development programs improves quality, competency, and aligns objectives with

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    Training & Development: Human Resource Management Mms (Sem Ii)

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    Rogil Jacob Daniel
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    1. Training and development refer to imparting specific skills, abilities, and knowledge to employees. Training focuses on short-term skills for current jobs, while development helps employees grow for future roles. 2. A training program involves needs assessment, design and delivery, and evaluation. Needs assessment identifies organizational, task, and individual training needs. Design sets objectives and methods. Delivery uses on-the-job and off-the-job methods. Evaluation assesses reaction, learning, behavior change, and results. 3. Executive development enhances conceptual skills for increased responsibilities. It focuses on areas like decision-making, communication, and judgment. Evaluation of development programs improves quality, competency, and aligns objectives with

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    1. Training and development refer to imparting specific skills, abilities, and knowledge to employees. Training focuses on short-term skills for current jobs, while development helps employees grow for future roles. 2. A training program involves needs assessment, design and delivery, and evaluation. Needs assessment identifies organizational, task, and individual training needs. Design sets objectives and methods. Delivery uses on-the-job and off-the-job methods. Evaluation assesses reaction, learning, behavior change, and results. 3. Executive development enhances conceptual skills for increased responsibilities. It focuses on areas like decision-making, communication, and judgment. Evaluation of development programs improves quality, competency, and aligns objectives with

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    Download as pptx, pdf, or txt
    57 views19 pages

    Training & Development: Human Resource Management Mms (Sem Ii)

    Uploaded by

    Rogil Jacob Daniel
    1. Training and development refer to imparting specific skills, abilities, and knowledge to employees. Training focuses on short-term skills for current jobs, while development helps employees grow for future roles. 2. A training program involves needs assessment, design and delivery, and evaluation. Needs assessment identifies organizational, task, and individual training needs. Design sets objectives and methods. Delivery uses on-the-job and off-the-job methods. Evaluation assesses reaction, learning, behavior change, and results. 3. Executive development enhances conceptual skills for increased responsibilities. It focuses on areas like decision-making, communication, and judgment. Evaluation of development programs improves quality, competency, and aligns objectives with

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    of 19

    HUMAN RESOURCE MANAGEMENT MMS (SEM II)

    Chapter 4

    TRAINING & DEVELOPMENT

    Prof. Sonali Murzello

    Meaning
    In simple terms, training and development refer to

    imparting of specific skills, abilities and knowledge.


    Training: It refers to as teaching specific skills

    and behavior. It is more narrowly focused and oriented towards short-term performance.
    Development: It refers to the learning

    opportunities designed to help employees grow. It tends to be oriented more toward broadening an individuals skills for the future responsibilities.

    Training v/s development


    Training
    Learn specific behaviours Short Term Tries to improve a specific skill relating to a job (mostly technical or mechanical) Meet current requirements of a job; aims at improving employee performance on a currently held job.

    Item
    Focus Time Frame Process

    Development
    Understand and interpret knowledge Long Term Aims at improving the total personality of an individual (largely analytical and conceptual) Meet future challenges of the job and the individual; aims at providing learning opportunities designed to help employees grow. Qualified people available when needed, promotion from within possible.

    Goal

    Performance appraisal, cost- Effectivene benefit analysis, passing ss tests or certification Measures

    Need for Training


    Newly recruited employees require training so as

    to perform their tasks effectively. Training is necessary to prepare existing employees for higher level jobs (promotion) Existing employees require refresher training so as to keep abreast of latest developments in job operations. Training is necessary when one person moves from one job to another (transfer). Training is needed to bridge the gap between what the employee has and what the job demands (to make employees more productive and useful in the

    Functions of a training program


    Acquiring knowledge

    Change in attitudes
    Helping to put theory into practice Helps to evaluate abilities, competencies Enhances problem solving and decision

    making ability
    Improves performance

    Systems Model of Training


    PHASE 3 Evaluation

    PHASE 2 Design and Delivery

    PHASE 1 Needs assessment

    Phase 1: Conducting the Needs Assessment


    To make sure that the training is focused on priority

    issues, managers should approach needs assessments by using the 3 different types of analysis:
    Organization Analysis: It is the examination of the

    environment, strategies and resources of the organization to determine where training emphasis should be placed.
    Task Analysis: Process of determining the content of

    training program based on the tasks and duties involved in the job.
    Person Analysis: Determination of the specific individuals

    who need training.

    Phase 2: Designing The Training Program


    Once training needs are identified, objectives

    should be set to begin meeting these needs. Desired outcomes of training program can be decided. Deciding the trainees (individuals who will undergo training) and trainer is the next step. Understanding principles of learning: Modeling, Reinforcement, feedback, practice and repetition, Individual difference.

    Phase 2: Delivery of Training Program


    On-the-job training methods are:

    1. Job instruction training


    2. Coaching on the job 3. Apprenticeship 4. Job rotation

    Training methods (Contd)


    Off the- job training methods:
    1. 2. 3.

    Lectures Conferences Case studies

    4.
    5. 6. 7.

    Role play
    Programmed instruction training Vestibule training T group/Sensitivity training

    Phase 3: Evaluating the training Program


    Levels of evaluation: Reaction: Trainees reaction to the overall usefulness of the training including the coverage of topics, the method of presentation, the techniques used to clarify the things etc.
    Learning: Training program, trainers and trainees

    ability are evaluated on the basis of quantity of content learned, time in which it is learned and learners ability to use or apply the content learned. trainee has applied his learning to the job.

    Behaviour: The manner and extent to which the Results: Measurement of ultimate result of the

    contribution of the training program to the company goals.

    Phase 4: Evaluating the training Program


    Criteria for evaluation are: Objectives of the program Cost-benefit analysis Results obtained Areas of improvement Resources/ staff required

    Methods of evaluation would be: Questionnaires, projects, tests, interviews,

    observations or participation and discussions.

    EXECUTIVE DEVELOPMENT
    Development is an education process as it tries to

    enhance ones ability to understand and interpret knowledge in a useful way. Development is different from training in that it is often the experience and the maturity that comes with it. Development is such areas as judging what is wrong and right, taking responsibility for results, thinking logically, understanding cause and effect relationship, improving communication skills etc. Executive development focuses on the managers personal growth.

    Definition
    Executive Development is a planned,

    systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.

    Importance
    Executive Development is an valuable investment

    in the long run. Developmental efforts help executives to realize their own career goals and aspirations. Executives can show superior performance on the job, by handling varied jobs of increasing difficulty and by being more versatile and productive. Executive Development Programs (EDP) help managers to broader their outlook.

    Analysis of organizational development needs

    Training needs assessment


    Planning of development Programs Conduct of the training program

    Evaluation of Results

    Areas of EDP

    Decision making skills

    Interpersonal skills
    Job knowledge

    Organizational knowledge
    Specific individual meets

    General knowledge

    Methods of EDP
    Coaching Job rotation

    Special courses
    Special projects

    Case study
    Role play Sensitivity training

    Evaluation
    Evaluation of EDP is important for the following reasons:

    Improving the quality of training and development process


    Improving the efficiency and competency of trainers Make improvements in the system to make it more responsive Aligning the training objectives to organizational objectives Evaluating the ROI on account of training and development

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