HUMAN RESOURCE MANAGEMENT

“TRAINING & DEVELOPMENT”

 INTRODUCTION
• Training and Development is a structured program with
different methods designed by professionals in particular
job.
• It has become most common and continuous task in any
organisation for updating skills and knowledge of
employees in accordance with changing environment.
• Optimisation of cost with available resources has become
pressing need for every organisation which will be
possible only by way of improving efficiency and
productivity of employees, possible only by way of
providing proper employee training and development
conditioned to that it should be provided by
professionals.
 MEANING & DEFINITION
• Training is the process of learning a sequence of programmed
behavior.
• It is the application of knowledge and gives people an
awareness of rules and procedures to guide their behavior.
• It helps in bringing about the positive change in the
knowldege, skills & attitude of employees.
NEED FOR TRAINING & DEVELOPMENT
Improved Employee Performance
An employee who receives the necessary training is better able
to perform his/her job. He/she becomes more aware of safety
practices and proper procedures for basic tasks. The training may
also build the employee's confidence. Continuous training also
keeps your employees on the cutting edge of industry
developments.
Structured Training and Development
All employees need to be aware of the expectations and
procedures within the company. This includes safety,
discrimination and administrative tasks. A structured training
and development program ensures that employees have a
consistent experience and background knowledge.
Employee Job Satisfaction
Employees with access to training and development programs
have the advantage over employees in other companies who are
left to seek out training opportunities on their own. The
investment in training that a company makes shows the
employees they are valued. The training creates a supportive
workplace.

BENEFITS OF TRAINING:
• reduction in waste and spoilage
• improvement in methods of work
• improvement of efficiency and productivity
• reduction in manpower obsolescence
• wider awareness among participants, enlarged skill and personal growth
• for internal promotion and raising of pay rates
IMPORTANCE OF TRAINING &
DEVELOPMENT
INPUTS OF TRAINING AND
DEVELOPMENT
 TRAINING METHODS
1.On the job Training: Methods by which employees are given
hands on experience with instruction from their supervisor or
other trainer, employees are trained at the actual job location.
New employees observe the work and then try to imitate.
• Drawbacks:- 1) Lack of a well structured training environment
2) Poor training skills of managers
3) absence of well defined job performance criteria
2. Job rotation: workers rotate through a variety of jobs.
Advantages:- 1) Allows for flexibility
2) Creates task variety
3) Good for training teams.
3. Apprentice Training: A system of training in which a worker
entering the skilled trades is given systematic instruction, and
experience both on and off the job in the practical and
theoretical aspects of work.
Advantages :- 1) Training is intense and lengthy
2) It is typically conducted on a one-to-one basis.
Disadvantages:- 1) Length of training is predetermined by trade association,
can’t be changed to accommodate fast learners.

4. Mentoring: a mentor is a guide who can help the mentee to

find the right direction and who can help them to develop
solutions to career issues. A mentor should help the mentee to
believe in themselves and boost their confidence.
5. Internship programs: are jointly sponsored by colleges,
Universities and organizations that offers the students the
oppurtunity to gain real life experience while allowing them to
find out how they will perform in work organizations.

6. Lectures: Advantages:- 1)Large number of trainees can be taught at once

2) Cost efficient
3) More effective if the training need is the same
among all participants
7. Audiovisual Materials:
Advantages:- 1)Good for capturing interest
2)After initial investment, cost is minimal.
Disadvantages:- 1) Difficult to modify and update material
2) Initial cost can be quite high

8. Conferences:
Advantages:- 1) Can combine lectures and discussion.
2) Can be good when the ratio of trainees to trainers is
relatively small.
3) If designed well, there is a great deal of interaction
between trainees.
Disadvantages:- 1) Success really depends on motivation and interest of
participant
 TRAINING NEED ANALYSIS
Training needs analysis is a systematic process of
understanding training requirements. It is conducted at
three stages - at the level of organisation, individual
and the job, each of which is called as the
organisational, individual and job analysis.
Once these analyses are over, the results are collated to
arrive upon the objectives of the training program.
 ORGANISATIONAL ANALYSIS
• The organizational analysis is aimed at short listing
the focus areas for training within the organization
and the factors that may affect the same.
Organizational mission, vision, goals, people
inventories, processes, performance data are all
studied.
• Motorola and IBM for example, conduct surveys
every year keeping in view the short term and long
term goals of the organization.
 JOB ANALYSIS
• The job analysis of the needs assessment survey
aims at understanding the ‘what’ of the training
development stage. The kind of intervention needed
is what is decided upon in the job analysis. It is an
objective assessment of the job wherein both the
worker oriented - approach as well as the task -
oriented approach is taken into consideration
• The worker approach identifies key behaviours and
ASK for a certain job and the task - oriented
approach identifies the activities to be performed in
a certain job.
 INDIVIDUAL ANALYSIS
• The individual analysis is concerned with who in the
organisation needs the training and in which
particular area. Here performance is taken out from
the performance appraisal data and the same is
compared with the expected level or standard of
performance.
• The individual analysis is also conducted through
questionnaires, 360 feedback, personal interviews
etc. Likewise, many organisation use competency
ratings to rate their managers.
DIFFERENCE BETWEEN TRAINING &
DEVELOPMENT
TRAINING DEVELOPMENT
It is a short term process It is a long term process

It utilizes a systematic & organized It utilizes a systematic and organized

procedure by which non managerial procedure by which managerial
personnel learn Technical knowledge & personnel learn conceptual & theoretical
skills for a definitive purpose knowledge for general purpose
It helps individuals to learn how to It prepares individuals for future jobs and
perform their present job satisfactory growth in all aspects
Training is a reactive process Development is a proactive process

Training is a result of initiatives taken by Development is mainly the result of

management, result of outside internal motivation
motivation
Training is group based Development is self

Training are generally need based Development is voluntary

STAGES IN TRAINING PROGRAM
 DEVELOPMENT OF A TRAINING
PROGRAM
Development of a training program is the next
step after the training need analysis has been
conducted and there is a clear consensus on the
need of training within the organization.
Companies like Xerox, Good Year Tyres, Kodak,
Mahindra, Birla etc have such setups for
generating prospective employees with the
requisite skills and also for training the existing
employees.
Strategies for Promoting Employee
Development
1.Create Individual Development Plans
The first step in developing employees is to create a development
plan. It is important to sit down with the employee and discuss
individual interests and career goals. This conversation will help
identify the development activities that individual should be
undertaking
2. Provide Performance Metrics
It is essential to set specific quantitative metrics to help an
employee understand where they need to be or what they can
realistically achieve. Then, as these performance metrics are met,
the bar can be raised so the employee feels a continued sense of
accomplishment
3. Provide Opportunities Outside of Job Function
Today’s organizations have become so compartmentalized that
employees believe they can only operate within their
department or function. However, to truly develop an employee
for a larger role in the company, they need to understand how all
aspects of the organization work. Create opportunities for an
employee to take on new responsibilities outside their job
function.

4. Give Constructive Feedback

Feedback does not mean criticizing, chiding, or disapproving.
Instead, it should be constructive in nature and include specific
recommendations for further improvement and development.
Feedback should also be delivered regularly and tied to data or
examples such as the performance metrics or the individual
development plan.
5. Remove Barriers
Many organizations are rigid in their organizational structure and
processes, which can make it challenging to implement some
cross-functional development and facilitate dynamic growth and
high-performance training. It’s up to leadership to bridge silos,
knock down walls, and design a system that encourages a fluid
approach to learning and working.

6. Link to a Professional Network

Help employees access additional contacts that can help them
grow. Introduce them to other professionals that can serve as
mentors or coaches, sign them up for professional industry
associations, send them to training courses and workshops, and
create and attend networking events. Getting them connected to
a network offers a way to get additional support, advice, and
information on how to grow professionally and personally.
7.Outlay Resources
From day one, an employee is an investment that the
organization is making and from which it expects a return. To get
the most out of employees requires making further investments
along the way. Although many of the tactics on this list do not
necessarily require dollars to implement, resources are still being
used in the form of time and focus.
8. Set the Example
An employee will see the value of the development process
when they see their current leadership continue to develop
personally and professionally. By modeling this behavior, leaders
build credibility and the trust necessary to encourage employees
to participate in development-building activities.