Training and Development

: the key to building a

skilled workforce
Definition of training and development
Importance of training and development in today's business environment
Objectives of the presentation
Definition of training and development
Training and development are two related but distinct processes that are used to enhance the
skills, knowledge, and abilities of employees in an organization.

Training typically refers to a structured process of providing employees with the specific
knowledge and skills they need to perform their jobs effectively. This can include job-specific
training, such as teaching new employees how to use a particular software application or how to
operate a specific piece of equipment, as well as more general training, such as courses on
effective communication, teamwork, or time management. The purpose of training is to help
employees acquire the skills and knowledge they need to perform their current job more
effectively.
Definition of training and development
Development, on the other hand, refers to a more long-term process of helping employees
acquire the knowledge, skills, and abilities they need to take on future roles and responsibilities
within the organization.
This can include leadership development programs, mentoring programs, or job rotation
programs that allow employees to gain experience in different areas of the organization. The
purpose of development is to help employees grow and develop their skills over time so that
they can take on more challenging and complex roles within the organization.

Overall, training and development are both important processes for building a skilled and
effective workforce, and they are often used in combination to help employees learn and grow
in their careers.
Importance of training and development
in today’s business scenario
There are numerous studies and statistics that show the importance of training and development in today's business scenario.
Here are some key findings:

According to a survey by LinkedIn, 94% of employees say that they would stay at a company longer if it invested in their career
development.

The Association for Talent Development found that companies that offer comprehensive training programs have a 218%
higher income per employee than companies that don't invest in training.

A study by the Society for Human Resource Management found that 40% of employees who receive poor job training leave
their positions within the first year.

The same study found that the cost of replacing an employee can be as much as 50-60% of their annual salary, highlighting
the importance of investing in employee training and development to reduce turnover.
Importance of training and development
in today’s business scenario
The McKinsey Global Institute estimates that as many as 375 million workers (14% of the global
workforce) may need to switch occupations or acquire new skills by 2030 due to automation and
other technological changes, underscoring the need for ongoing training and development.

Overall, these statistics demonstrate that training and development are crucial for employee
retention, productivity, and organizational success in today's rapidly changing business
environment. Companies that invest in these programs are likely to see significant returns in the
form of higher employee engagement, better performance, and increased profitability.
Learning objective
How to design a training program
What are the various methods of training program
How to evaluate the effectiveness of the training program
Benefits of Training and Development
Improved job performance
Increased productivity
Enhanced employee satisfaction and motivation
Reduced employee turnover
Improved organizational performance and competitiveness
The Training Process
Needs assessment
Designing the training program
Implementation
Evaluation
Training needs assessment
A needs assessment is a crucial first step in designing an effective training program. Here are
some steps you can follow to conduct a needs assessment:

Identify the business goals: Determine what business goals your training program is intended to
support. Consider factors such as employee turnover rates, customer satisfaction scores,
productivity levels, and revenue targets.

Identify performance gaps: Identify areas where employees are currently not meeting
expectations or where there are opportunities for improvement. This can involve reviewing
employee performance evaluations, analyzing customer complaints or feedback, or conducting
surveys or focus groups with employees.
Training needs assessment
. Determine the knowledge, skills, and abilities required: Identify the specific knowledge, skills,
and abilities that employees need to acquire to close the performance gaps identified in step 2.
This can involve reviewing job descriptions, talking with managers or subject matter experts, or
conducting a skills assessment.

Analyze the audience: Consider the characteristics of the audience who will be participating in
the training program. This can include factors such as job roles, experience levels, learning
styles, and cultural or linguistic differences.

Evaluate the training resources: Assess the training resources that are currently available, such
as training materials, equipment, or trainers. Determine if additional resources are needed to
deliver an effective training program.
Training needs assessment
Prioritize training needs: Based on the information gathered in the previous steps, prioritize the
training needs that should be addressed by the training program. Determine which areas will
have the greatest impact on achieving the business goals identified in step 1.

By following these steps, you can conduct a comprehensive needs assessment that will help you
design a training program that addresses the specific needs of your organization and its
employees.
Designing the training program
Designing a training program involves several important steps. Here are some key steps you can follow:

Define the learning objectives: Identify the specific knowledge, skills, and abilities that the training program is
intended to develop. These objectives should be based on the needs assessment conducted in the previous
step.

Select a training format: Determine the most appropriate format for delivering the training based on the
learning objectives, audience characteristics, and available resources. This could include classroom training, e-
learning modules, on-the-job training, or a combination of formats.

Develop the training materials: Create the training materials that will be used to deliver the training, such as
slide decks, handouts, or online modules. Ensure that the materials align with the learning objectives and are
designed to engage the audience.
Choose the training delivery method: Decide on the method that will be used to deliver the
training, such as instructor-led training, self-paced e-learning, or a combination of both.
Consider factors such as the audience characteristics, the training format, and the available
resources.

Pilot the training program: Conduct a pilot of the training program with a small group of
employees to test the effectiveness of the training materials and delivery method. Collect
feedback from participants to identify areas for improvement.

Refine the training program: Incorporate feedback from the pilot into the training program to
refine the materials and delivery method. Make any necessary changes to ensure that the
program is effective in achieving the learning objectives.
Deliver the training program: Once the training program has been developed and refined,
deliver the training to the target audience. Monitor the effectiveness of the training program
through assessments, surveys, or other feedback mechanisms
The ADDIE Model of training program
The ADDIE model of training is a commonly used instructional design framework that stands for
Analysis, Design, Development, Implementation, and Evaluation. It is a systematic and iterative
approach to developing effective training programs.
The ADDIE Model of training program
Analysis: This stage involves gathering information about the training needs and identifying the
goals and objectives of the training. The analysis includes assessing the current skills and
knowledge of the learners, analyzing the organizational context and resources, and identifying
any constraints or challenges that may impact the training.

Design: Based on the analysis, the training program's design stage involves outlining the
training's structure and content. This includes developing learning objectives, designing the
curriculum, selecting delivery methods, and designing assessments to evaluate the learners'
understanding of the material.
The ADDIE Model of training program
Development: The development stage involves creating the training program's content and materials.
This includes developing the course materials, such as handouts, presentations, videos, or e-learning
modules, and developing the assessment tools.

Implementation: During the implementation stage, the training is delivered to the learners. This
includes delivering the training sessions, providing the learners with the training materials, and
conducting the assessments.

Evaluation: The final stage of the ADDIE model is evaluation. This stage involves assessing the
effectiveness of the training program. Evaluation helps determine if the training achieved its goals and
objectives, and if it was successful in meeting the learners' needs. Evaluation may include assessing
learner satisfaction, measuring learning outcomes, and analyzing the program's impact on the
organization.
BLOOM’S TAXONOMY
Bloom's Taxonomy is a framework for categorizing educational goals and objectives. It was first
introduced in 1956 by Benjamin Bloom and his colleagues. The framework consists of six levels
of cognitive skills, which are arranged in a hierarchy from lower to higher levels of complexity:
Remembering: This level involves the ability to recall previously learned information, such as
facts, definitions, or concepts.

Understanding: This level involves the ability to comprehend and interpret information, such as
explaining the meaning of a concept or summarizing a text.

Applying: This level involves the ability to use knowledge and skills in a new situation or context,
such as solving a problem or applying a principle to a real-world situation.
Analyzing: This level involves the ability to break down information into its component parts and
examine their relationships, such as identifying patterns or comparing and contrasting different
concepts.

Evaluating: This level involves the ability to make judgments about the value or quality of
information, such as evaluating the effectiveness of an argument or the credibility of a source.

Creating: This level involves the ability to use knowledge and skills to generate new ideas or
products, such as designing a solution to a complex problem or creating a new work of art.
By using Bloom's Taxonomy, educators can design learning objectives and assessments that
target different levels of cognitive skills. This can help ensure that learners are developing a
range of skills and knowledge that will be useful in a variety of contexts.
The Development Process
Assessing employee potential
Creating a development plan
Providing opportunities for growth and learning
Evaluation
Types of Training and Development
On-the-job training
Off-the-job training
Coaching and mentoring
Classroom training
E-learning and online training
Training and Development Techniques
Role-playing
Simulation exercises
Case studies
Group discussions
On-the-job training
Job rotation
Challenges in Training and Development
Lack of budget and resources
Resistance to change
Limited time and resources
Measuring the effectiveness of training
Best Practices in Training and
Development
Aligning training with business goals
Conducting regular needs assessments
Providing ongoing support and feedback
Measuring the impact of training on job performance
EVALUATION OF TRAINING
PROGRAM
The Kirkpatrick Model of Training Evaluation is a widely used framework for evaluating the
effectiveness of training programs. It was developed by Donald Kirkpatrick in the 1950s and has
since been updated and expanded. The model consists of four levels of evaluation, each building
on the previous level:
Level 1: Reaction - This level measures participants' reactions to the training program, such as
their satisfaction with the training, the materials, and the instructor. This is typically done
through surveys or feedback forms.

Level 2: Learning - This level measures the extent to which participants have acquired
knowledge, skills, and attitudes as a result of the training. This is typically done through quizzes,
tests, or assessments.
Level 3: Behavior - This level measures the extent to which participants have applied what they
learned in the training on the job. This is typically done through observation or self-assessment.

Level 4: Results - This level measures the impact of the training on the organization's goals and
objectives, such as increased productivity, improved quality, or reduced costs. This is typically
done through metrics, such as sales figures or customer satisfaction ratings.
The Kirkpatrick Model is a useful tool for evaluating the effectiveness of training programs. By
assessing training at each level, organizations can gain a better understanding of how the
training is contributing to their business goals and whether it is providing a return on
investment. It can also help identify areas for improvement in the training program and make
necessary adjustments to improve its effectiveness.
While the Kirkpatrick Model is widely used, it has received some criticism for being too focused
on outcomes rather than the process of learning. Additionally, some argue that the model does
not adequately measure the impact of the training on the participants' motivation or
engagement. Despite these criticisms, the Kirkpatrick Model remains a widely used and effective
framework for evaluating training programs.
conclusion
Recap of the main points covered in the presentation
Importance of investing in training and development for building a skilled workforce
Final thoughts and recommendations