CH-5 HRM

Chapter Five Training
and
Development
Overview of Training and Development
• It is know that successful candidates placed on the jobs

need training, to perform their duties effectively.
• Workers must be trained to operate machines, reduce
scrap and avoid accidents.
• It is not only the workers who need training. Supervisors,
managers and executives also need to be developed in
order to enable them to grow and acquire maturity of
thought and action.
• Training and development constitute an ongoing process
in any organization
What is training and development?
• Employee training is the process where

people learn the skills, knowledge, attitude,
and behavior.
• Training is a learning experience which
seeks a relatively permanent change in an
individual that will improve the ability to
perform on the job.
• Training is defined as any attempt to
improve employee performance on a
currently held job.
Training Vs Development
Training Development
 Short term process  Long term process
 Given to technical people  Given for managerial staff
 To improve current held job skill  To help employees grow to future
 People acquire technical  Executives acquire conceptual and

knowledge and skill theoretical knowledge
 It is job centered  It is career oriented or career
focused (growth oriented)
Objectives of training and development
• To impart to new entrants the knowledge and
skill
• To assist employees to perform their tasks
more efficiently.
• To lower the turnover and absenteeism and
increasing the job satisfaction
• To improve the employees self-esteem.
Cont’d
• To prepare employees for promotion to the
future.
• To improve the quality of output.
• To lower the cost of wastes and equipment
maintenance
• To bridge the gap between the existing
performance and potential performance.
• To improve health and safety.
Importance of training
• Reduction in learning time
• Better performance of employees
• Boost employee morale
• Reduction in supervision
• Reduction in operational problems
• Fulfill manpower needs of the organization
• Increases organizational stability and flexibility
• Beneficial to employees
Methods of Training
i. On-the-Job Training
 It includes all attempts to train personnel in the
work environment.
 It is learning by doing.
ii. Off-the-Job Training
 It refers to training, which is not a part of the job
activity.
 it is generally theoretical in nature and is imparted in
class room type of atmosphere.
 The actual location may have no connection with
the company.
 It is more associated with knowledge than with
skills.
iii. Apprenticeship Training
• Apprenticeship training is the oldest and the
most commonly used method for training in
crafts, trades and is technical areas.
• This training combines both on the job and
off-the job training.
• The apprenticeship period is 2 to 3 years for
persons of superior ability and 4 to 5 years for
others.
• During the apprentice period, the trainee is
paid an allowance which is less than the wage
of a fully qualified worker.
Iv. Vestibule training
 It is one of the methods of training, where
the technical staff, in the workplace other
 In other words, the vestibule training is
called, “near the job training”, which
means the simulated setup is established.
 How to operate the tools and machinery,
that may be exactly similar, to what they
will be using at the actual work floor.
Cont’d
 There are special trainers or the specialists
 the vestibule training is conducted when any
new technology is launched.
Training process
 Training process is not a onetime task but a
continuous one.
 In many organizations the variables in training
process are the same.
These steps should be followed regardless of the
form of organization.
1. Assess overall organizational objectives
and strategies
2. Defining training needs assessment
3. Design training and development
objectives
4. Design training and development programs
5. Implement the training program
6. Evaluate the training result
1. Assess overall organizational
objectives and strategies
The following questions should be addressed:
 What business are we in?
 At what level of quality do we wish to
provide this product or service?
 Where do we want to be in the future?
2. Defining Training Needs Assessment/ Analysis/
It is a primary requirement of training that it must
meet actual rather than imagined needs of work.
It is an essential prerequisite to the design and
provision of effective training.
the purpose of this diagnosis is to determine
whether there is a gap between what is required
for effective performance and present levels of
performance
Cont’d
If any deficiencies are revealed, the causes and
remedies may be various, and training is only one of
a number of possible solutions.
Training needs assessment occurs at two levels:
a) Individual level: individual obviously needs training

when his or her performance falls short of standards.
Causes may be
• Faulty selection
• poor job design
• uninspiring supervision
• some personal problem
b) Group /organizational
 Any change in the organization’s strategy necessitates
training of groups of employees.
 Training can also be used when high scrap or accident
rates, low morale and motivation
The Benefits of Training Needs Assessment
 Increasing the commitment of management
 Increasing the commitment of potential
participants
Cont’d
• Increasing the visibility of the training
function
• Clarifying crucial organizational issues
• Providing for the best use of limited resources
• Providing program and design ideas
• Formulating strategies for how to proceed with
training efforts
3. Design training and development objectives
Setting training and development objectives is just
the next step after identifying the need for training
4. Design Training and Development Program
• After a needs analysis has been conducted and
the staff is confident that training is needed to
address the performance problem or to
advance the firm’s mission, the training
program is developed.
 According to Chatterjee, there are four types of
standard of training and development programs.
1. Induction Training: When new recruit is
introduced to the organization; condition of
services, rules of behavior, job env’t etc.
should be introduced.
2. Supervisory Training: Supervisors are trained for
technical skills, leadership qualities, for handling
machines and men.
3. Technical Training: This type of training program
helps in inducting new entrants to the operational
requirements of the unit and in improving the
skills of existing employees for promotions
4. Management Development: These training
programs emphasize attitudes and values, conceptual
knowledge, analytical abilities and decision-making
skills. The purpose is to equip managerial personnel
for management roles.
5. Implementation of the Training Program
Implementation is beset with certain problems:
 Most managers are action-oriented and frequently
say they are too busy to engage in training efforts.
 No availability of trainers
 Trainers lack of communication skills
Cont’d
In general, training program implementation
involves action on the following lines:
• Deciding the location and organizing training
and other facilities
• Scheduling and conducting the training program
• Monitoring the progress of trainees
6. Evaluation of Training Results
• Evaluating training outcomes cannot be said to be
simple, since noting which involves the
measurement of human behavior, or the results of
human behavior, is ever simple.
• Evaluating training is an attempt at determining what

changes in skill, knowledge and ability is observed.
Thank you

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Chapter Five Training

• It is know that successful candidates placed on the jobs

• Employee training is the process where

 People acquire technical  Executives acquire conceptual and

a) Individual level: individual obviously needs training

• Evaluating training is an attempt at determining what

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