Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

H 1 human resourse development

•Download as DOCX, PDF•
•
Ashish Kumar Gwal
Ashish Kumar Gwal

This document discusses various training methods and how to select the appropriate methods for a training program. It describes how training can improve performance by increasing an individual's aerobic ceiling and making their muscles more tolerant to stress. The key factors discussed are training intensity, duration, and frequency. It explains that most people see optimal results from training 3 times per week. A variety of training methods are described, including aerobic, anaerobic, weight/resistance, plyometric, circuit and interval training, and that an effective program usually includes a balance of aerobic and anaerobic exercises tailored to the demands of the individual's sport.

1 of 10
MBBA 506 BBA 5 SEM H-1 HUMAN RESOURCE DEVELOPMENT THE RATIONALE FOR TRAININGAND DEVELOPMENT IN CONTEMPORARY ORGANIZATIONS INTRODUCTION Training is defined as any attempt to improve employee performance on a currently held job or one related to it. This usually means changes in specific knowledge, skills, attitudes or behaviors. To be effective, training should involve a learning experience, be a planned organizational activity and be designed to meet the goals of individual employees. It usually implies preparation for an occupation or for specific skills. It is narrower than development. Development refers to learning opportunities designed to help employees grow. The focus of development is in the long term to help employees prepare for future work demands or career goals while training focuses on the immediate period to help for any current deficit in employees’ skills. RATIONALE Surveys indicate that training and staff development are the leading issues for most personnel departments. Staff training is an element in raising morale because it sounds out people for possible future promotions. The aim should be to train and develop each employee so far as possible even if that means running the risk of losing them to other organizations. This growing awareness of the importance of training and development over the past decades is also supported by reports that employees were spending more in aggregate terms on these activities. Technological developments and organizational change have gradually caused some employers to realize that success lie in the skills and abilities of their employees thus this means considerable and continuous investment in training and development. This has been brought to light by the rise in human resources management , with its emphasis on the importance of people and the skills they
possess in enhancing organizational efficiency. Such human resource management concepts such as “commitment” to the company and the growth in the “quality” movement have promoted senior management teams to realize the increased importance of training, employee development and long term education intended to mean basic instruction in knowledge and skills designed to enable people to make the most of life in general. There has also been increased recognition of the need to complement the qualities of employees with the needs of the organization. Such concepts require not only careful planning but also greater emphasis on employee development. Thus human resources development is seen as one of the major keys to the success of the organization and is emphasized at all levels. Human resources development program are continuous and shaped to fit the cultural changes in the organization in relation to the individual’s needs. In this way, training and human resources development become tools for effecting change. CONCLUSION The most effective companies look at training and career development as an integral part of a Human Resources Development program carefully aligned with corporate business strategies. They have come to view training as a key to organizational survival and success. It has been used as corrective measures or action to restore any imbalance between actual and standard performance. The suggestion is continual training for employees. More so, human resources are the most dynamic of all the organization’s management if they are to realize their full potential in their work. Training and development therefore constitute an important part of the issues faced by management today. Management requires training and development. This will involve training for new managers, further development and training for management, management successions and the development of potential managers. Training and development therefore constitutes a worth while investment decision and operation in contemporary organizations.
Needs Analysis: Howto determine training needs: Chapter Highlights 1. Types of Needs Analyses 2. Knowledge, Skills, Abilities 3. Techniques 4. Checklist for evaluating an assessment Training Needs Analysis:The process of identifying training needs in an organization for the purpose of improving employee job performance. Introduction Today's work environment requires employees to be skilled in performing complex tasks in an efficient, cost-effective,and safe manner. Training (a performance improvement tool) is needed when employees are not performing up to a certain standard or at an expected level of performance. The difference between actualthe actual level of job performance and the expected level of job performance indicates a need for training. The identification of training needs is the first step in a uniform method of instructional design. A successfultraining needs analysis will identify those who need training and what kind of training is needed. It is counter-productive to offer training to individuals who do not need it or to offer the wrong kind of training. A Training Needs Analysis helps to put the training resources to good use. Types ofNeeds Analyses Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below.  Organizational Analysis. An analysis of the business needs or other reasons the training is desired. An analysis of the organization%27s strategies,goals, and objectives. What is the organization overall trying to accomplish? The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.  Person Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what is their learning style, and who will conduct the training. Do the employeeshave required skills? Are there changes to policies, procedures, software,or equipment that require or necessitate training?  Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this
analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.  Performance Analysis. Are the employees performing up to the established standard? If performance is below expectations, can training help to improve this performance? Is there a Performance Gap?  Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.  Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of severalsolutions to employment problems. However,it may not always be the best solution. It is important to determine if training will be effective in its usage.  Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training. Principle of Assessment:Use assessment instruments for which understandable and comprehensive documentation is available. Knowledge, Skills,and Abilities Today's workplace often requires employees to be independent thinkers responsible for making good decisions based on limited information. This kind of work may require training if the employee does not have these skills. Below is a list of various competencies that employees may be required to posess in order to perform their jobs well.  Adaptability  Analytical Skills  Action Orientation  Business Knowledge/Acumen  Coaching/Employee Development  Communication  Customer Focus  Decision Making  Fiscal Management  Global Perspective  Innovation  Interpersonal Skills  Leadership  Establishing Objectives  Risk Management  Persuasion and Influence  Planning  Problem Solving  Project Management  Results Orientation  Self-Management  Teamwork  Technology Are any of these KSA's required before the employee is hired? Are the required KSA's included in any job postings or advertisements? Do they need to be? Techniques
Several basic Needs Assessment techniques include:  direct observation  questionnaires  consultation with persons in key positions, and/or with specific knowledge  review of relevant literature  interviews  focus groups  assessments/surveys  records & report studies  work samples Conducting an Organizational Analyses Determine what resources are available for training. What are the mission and goals of the organization in regards to employee development? What support will te senior management and managers give toward training? Is the organization supportive and on-board with this process? Are there adequate resources (financial and personnel)? Conducting a Work / Task Analysis Interview subject matter experts (SME%27s) and high performing employees. Interview the supervisors and managers in charge. Review job descriptions and occupational information. Develop an understanding of what employees need to know in order to perform their jobs. Important questions to ask when conducting a Task Analysis: 1. What tasks are performed? 2. How frequently are they performed? 3. How important is each task? 4. What knowledge is needed to perform the task? 5. How difficult is each task? 6. What kinds of training are available? Observe the employee performing the job. Document the tasks being performed. When documenting the tasks, make sure each task starts with an action verb. How does this task analysis compare to existing job descriptions? Did the task analysis miss any important parts of the job description? Were there tasks performed that were omitted from the job description? Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance. Are there differences between high and low performing employees on specific work tasks? Are there differences between Experts and Novices? Would providing training on those tasks improve employee job performance? Most employees are required to make decisions based on information. How is information gathered by the employee? What does the employee do with the information? Can this process be trained? Or, can training improve this process? Cognitive Task Analysis Develop a model of the task. Show where the decision points are located and what information is needed to make decisions and actions are taken based on that information. This model should be a schematic or graphic representation of the task. This model is developed by observing and interviewing the employees. The objective is to develop a model that can be used to guide the development of training programs and
curriculum. Since the training is based on specific job tasks,employees may feelmore comfortable taking the effort to participate in training. Gather information about how the task is performed so that this can be used to form a model of the task. Review job titles and descriptions to get an idea of the tasks performed. Observe the employee performing the job. Review existing training related to the job. Make sure you observe both experts and novices for comparison. Critical Incident Analysis Critical Incident Interview Guide. Conducting a Performance Analysis This technique is used to identify which employees need the training. Review performance appraisals. Interview managers and supervisors. Look for performance measures such as benchmarks and goals. Sources of performance data: 1. Performance Appraisals 2. Quotas met (un-met) 3. Performance Measures 4. Turnover 5. Shrinkage 6. Leakage 7. Spoilage 8. Losses 9. Accidents 10. Safety Incidents 11. Grievances 12. Absenteeism 13. Units per Day 14. Units per Week 15. Returns 16. Customer Complaints Are there differences between high and low performing employees on specific competencies? Would providing training on those competencies improve employee job performance? Checklist for Training Needs Analysis It is helpful to have an organized method for choosing the right assessment for your needs. A checklist can help you in this process. Your checklist should summarize the kinds of information discussed above. For example, is the assessment valid for your intended purpose? Is it reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the participants? Also consider the ease or difficulty of administration, scoring, and interpretation given available resources.
UNIT -2 Training Methods When you play a sport, you want to do the best you can. Training improves your performance. Selecting the appropriate training methods to incorporate in your training program is important for a number of reasons. First, a focused, structured, individualized training program can increase your breathing rate and your efficient use of oxygen. It can also help your body work at a higher level of exercise for a longer time because it helps it get rid of lactic acid. It also helps your body convert more fat to energy (that is lipid metabolism). Third, it also leads to physical changes in the muscles, helping them to be more tolerant to the stresses caused by prolonged exertion, particularly by strengthening the connective tissue between muscle fibers so that they experience fewer microtraumas. An important concept we need to keep in mind when we are talking about using training most effectively is our ‘aerobic ceiling’ or ‘VO2max’. When you exercise, for example, by running or cycling, you breathe at a rate that gives your body enough oxygen to allow you to continue doing the activity without too much distress. During this time you are running or cycling ‘aerobically’, that is, with oxygen. You know you are cycling aerobically because you have enough air left over to speak. If you work harder still and put in more effort still, for example, you go up a hill at the same rate, you reach a point where you just cannot take in enough air to meet the needs of your muscles. The point at which this first happens is your aerobic ceiling or VO2max. This is when you stop speaking. If you go on increasing your rate further, you will be running or cycling ‘anaerobically’, that is, without oxygen. VO2max is "the maximum amount of oxygen you can take in and use." some factors that affect your training. There are various questions you can ask about your training; how hard should you train, how often and how long? We examine these questions in this section. How hard should you work when you train? This is called your ‘training intensity’. Is harder training better? The optimal training intensity depends on the individual person. It is train often at above this level; you are more likely to be injured. Training at a lower level helps you keep general cardiovascular health but you will not optimize your personal performance for high level aerobic events. How long should an exercise session last? The ideal duration for a training session is difficult to say because it, too, depends on the individual person and on the intensity with which the person exercises. Thirty minutes of training at 85% maximum heart rate may be of more benefit than 15 minutes. Training for sixty minutes, however, may not give you twice the advantage. This is because there is a point at which the negative effects of exercising come into play when doing it at a high level. When you know the goal of your training, for example, to run 20 km or cycle 80 km, it is best to look at the duration of the planned event, and to train at the same level of anticipated performance for approximately that duration and gradually increase your efficiency for achieving that goal. How long should you train? What is the most effective training frequency? It seems that most people
get maximum aerobic conditioning that is, they increase VO2max, with 3 training sessions each week. The days you take off allow muscles and ligaments to repair and reduce the risk of cumulative physical stress. The 3 days rest each week maximize aerobic conditioning equally in any combination, for example, 3 days in a row with 4 rest days or alternating days. When you are talking about the frequency of training, you need to focus on the intensity of the training. If you keep the intensity the same, you can lower the frequency and duration of the training you need to maintain your aerobic fitness level. However, if you reduce the intensity of the training and still do it with the same frequency, your fitness level will drop. how can you select the types oftraining that are most useful for you ? There are several different training methods that can be used to improve ability in different sports. How can you decide which methods will work best for you? What you need to do is to look at the intensity and duration of energy use in your chosen sport. The different types of training involve activities that last for different periods of time. Anaerobic exercise lasts for a brief duration while aerobic exercise lasts much longer. Anaerobic exercise usually lasts less than 60 seconds. Weightlifting and sprinting are examples of this. If these events last more than 10 seconds, lactic acid can build up and reduce muscle performance. Training that focuses on anaerobic activities improves your tolerance to and removal of lactic acid and helps your muscles get energy from anaerobic conditions. Aerobic training improves the delivery of oxygen to the muscles. It increases how well the heart pumps the blood and how well the muscles extract oxygen from the blood. It also improves how well glucose is converted into energy. Slow long distance work is good training for aerobic, endurance events. As your level of exertion increases, there is a slow buildup of anaerobic metabolism in your muscles. At 85% VO2max, the "anaerobic threshold" for most individuals, there is an abrupt increase in anaerobic metabolism throughout the entire muscle. In most training programs you need a balance of both aerobic and anaerobic exercises. what types oftraining should you do ? There are various types of training methods you can use to obtain the required improvement in fitness. These methods include  Weight or resistance training  Plyometric training  Circuit training  Interval training  Aerobic or continuous training  The types oftraining methods are as follows:
 Weight or resistance training Weight or resistance training focuses on building up strength, power or local muscular endurance by exercising muscle against a resistance. The muscles contract to lift a weight such as a barbell, a dumbbell or an item that offers resistance.  Circuit training Circuit training is an approach to training that can be used to develop several aspects of fitness. Circuits can be designed to include many types of activities and equipment that may be specific to a certain activity or sport.  Plyometric training Plyometric training can be used to develop fast muscle fibre so that you can get power, particularly in the legs. It’s based on the idea that a shortening muscular contraction is much stronger if it immediately follows a lengthening contraction of the same muscle. Muscle fibres transfer energy more quickly and powerfully when they move in this way. It’s like stretching fully a coiled spring and then letting it go; energy is released rapidly as the spring recoils. Individuals can use activities such as hopping, depth jumping and bounding. Pylometric training should be implemented under supervision, since the technique and strength necessary to do the activities is broken by periods of rest to minimize injury.  Interval training Interval training is used to improve both aerobic and anaerobic fitness. It refers to having periods of intense physical activity between periods of recovery, to allow longer periods of training time at your peak performance levels. Doing ten 80-metre sprints in ten seconds with a 60 second recovery is an example. In training for sprints, for example, the exercise intensity or maximum effort should remain unchanged and the recovery period should be at least three times longer than the training interval. You can also use interval training for longer events. If you are training to run 10 km run in 40 minutes, you could begin by running 1 km in 4 minutes, have 4 minutes rest, then run another and gradually build up from this. This type of training is usually alternated with other training methods, for example, you may run like this two nights a week and spend the third session taking a longer, slower run.  Continuous training Continuous training refers to aerobic activity performed at 60 to 90% VO2max for at least half an hour with a minimum of three training sessions per week. This training improves aerobic capacity. Examples of this are aerobics, gym circuit classes, cycling and swimming and running and jogging. When done at the lower end of this range, it is often referred to as long, slow distance (LSD) training. This level of training is ideal for those starting off an exercise program, those wishing to maximize burning calories for weight loss and as an option for an active "rest” day in a weekly aerobic training program. This level of exertion can be maintained for hours at slightly less intensity than used in competitive events in the past, and is particularly suited for endurance event training. It is thought to have a preferential beneficial effect on the slow twitch muscle fibers (as opposed to the fast twitch fibers used in sprint interval training). You can improve your performance in any sport by developing an effective training program. You can select the most appropriate training methods to incorporate in your training program by following these steps.
H 1 human resourse development

More Related Content

H 1 human resourse development

  • 1. MBBA 506 BBA 5 SEM H-1 HUMAN RESOURCE DEVELOPMENT THE RATIONALE FOR TRAININGAND DEVELOPMENT IN CONTEMPORARY ORGANIZATIONS INTRODUCTION Training is defined as any attempt to improve employee performance on a currently held job or one related to it. This usually means changes in specific knowledge, skills, attitudes or behaviors. To be effective, training should involve a learning experience, be a planned organizational activity and be designed to meet the goals of individual employees. It usually implies preparation for an occupation or for specific skills. It is narrower than development. Development refers to learning opportunities designed to help employees grow. The focus of development is in the long term to help employees prepare for future work demands or career goals while training focuses on the immediate period to help for any current deficit in employees’ skills. RATIONALE Surveys indicate that training and staff development are the leading issues for most personnel departments. Staff training is an element in raising morale because it sounds out people for possible future promotions. The aim should be to train and develop each employee so far as possible even if that means running the risk of losing them to other organizations. This growing awareness of the importance of training and development over the past decades is also supported by reports that employees were spending more in aggregate terms on these activities. Technological developments and organizational change have gradually caused some employers to realize that success lie in the skills and abilities of their employees thus this means considerable and continuous investment in training and development. This has been brought to light by the rise in human resources management , with its emphasis on the importance of people and the skills they
  • 2. possess in enhancing organizational efficiency. Such human resource management concepts such as “commitment” to the company and the growth in the “quality” movement have promoted senior management teams to realize the increased importance of training, employee development and long term education intended to mean basic instruction in knowledge and skills designed to enable people to make the most of life in general. There has also been increased recognition of the need to complement the qualities of employees with the needs of the organization. Such concepts require not only careful planning but also greater emphasis on employee development. Thus human resources development is seen as one of the major keys to the success of the organization and is emphasized at all levels. Human resources development program are continuous and shaped to fit the cultural changes in the organization in relation to the individual’s needs. In this way, training and human resources development become tools for effecting change. CONCLUSION The most effective companies look at training and career development as an integral part of a Human Resources Development program carefully aligned with corporate business strategies. They have come to view training as a key to organizational survival and success. It has been used as corrective measures or action to restore any imbalance between actual and standard performance. The suggestion is continual training for employees. More so, human resources are the most dynamic of all the organization’s management if they are to realize their full potential in their work. Training and development therefore constitute an important part of the issues faced by management today. Management requires training and development. This will involve training for new managers, further development and training for management, management successions and the development of potential managers. Training and development therefore constitutes a worth while investment decision and operation in contemporary organizations.
  • 3. Needs Analysis: Howto determine training needs: Chapter Highlights 1. Types of Needs Analyses 2. Knowledge, Skills, Abilities 3. Techniques 4. Checklist for evaluating an assessment Training Needs Analysis:The process of identifying training needs in an organization for the purpose of improving employee job performance. Introduction Today's work environment requires employees to be skilled in performing complex tasks in an efficient, cost-effective,and safe manner. Training (a performance improvement tool) is needed when employees are not performing up to a certain standard or at an expected level of performance. The difference between actualthe actual level of job performance and the expected level of job performance indicates a need for training. The identification of training needs is the first step in a uniform method of instructional design. A successfultraining needs analysis will identify those who need training and what kind of training is needed. It is counter-productive to offer training to individuals who do not need it or to offer the wrong kind of training. A Training Needs Analysis helps to put the training resources to good use. Types ofNeeds Analyses Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below.  Organizational Analysis. An analysis of the business needs or other reasons the training is desired. An analysis of the organization%27s strategies,goals, and objectives. What is the organization overall trying to accomplish? The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.  Person Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what is their learning style, and who will conduct the training. Do the employeeshave required skills? Are there changes to policies, procedures, software,or equipment that require or necessitate training?  Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this
  • 4. analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.  Performance Analysis. Are the employees performing up to the established standard? If performance is below expectations, can training help to improve this performance? Is there a Performance Gap?  Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.  Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of severalsolutions to employment problems. However,it may not always be the best solution. It is important to determine if training will be effective in its usage.  Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training. Principle of Assessment:Use assessment instruments for which understandable and comprehensive documentation is available. Knowledge, Skills,and Abilities Today's workplace often requires employees to be independent thinkers responsible for making good decisions based on limited information. This kind of work may require training if the employee does not have these skills. Below is a list of various competencies that employees may be required to posess in order to perform their jobs well.  Adaptability  Analytical Skills  Action Orientation  Business Knowledge/Acumen  Coaching/Employee Development  Communication  Customer Focus  Decision Making  Fiscal Management  Global Perspective  Innovation  Interpersonal Skills  Leadership  Establishing Objectives  Risk Management  Persuasion and Influence  Planning  Problem Solving  Project Management  Results Orientation  Self-Management  Teamwork  Technology Are any of these KSA's required before the employee is hired? Are the required KSA's included in any job postings or advertisements? Do they need to be? Techniques
  • 5. Several basic Needs Assessment techniques include:  direct observation  questionnaires  consultation with persons in key positions, and/or with specific knowledge  review of relevant literature  interviews  focus groups  assessments/surveys  records & report studies  work samples Conducting an Organizational Analyses Determine what resources are available for training. What are the mission and goals of the organization in regards to employee development? What support will te senior management and managers give toward training? Is the organization supportive and on-board with this process? Are there adequate resources (financial and personnel)? Conducting a Work / Task Analysis Interview subject matter experts (SME%27s) and high performing employees. Interview the supervisors and managers in charge. Review job descriptions and occupational information. Develop an understanding of what employees need to know in order to perform their jobs. Important questions to ask when conducting a Task Analysis: 1. What tasks are performed? 2. How frequently are they performed? 3. How important is each task? 4. What knowledge is needed to perform the task? 5. How difficult is each task? 6. What kinds of training are available? Observe the employee performing the job. Document the tasks being performed. When documenting the tasks, make sure each task starts with an action verb. How does this task analysis compare to existing job descriptions? Did the task analysis miss any important parts of the job description? Were there tasks performed that were omitted from the job description? Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance. Are there differences between high and low performing employees on specific work tasks? Are there differences between Experts and Novices? Would providing training on those tasks improve employee job performance? Most employees are required to make decisions based on information. How is information gathered by the employee? What does the employee do with the information? Can this process be trained? Or, can training improve this process? Cognitive Task Analysis Develop a model of the task. Show where the decision points are located and what information is needed to make decisions and actions are taken based on that information. This model should be a schematic or graphic representation of the task. This model is developed by observing and interviewing the employees. The objective is to develop a model that can be used to guide the development of training programs and
  • 6. curriculum. Since the training is based on specific job tasks,employees may feelmore comfortable taking the effort to participate in training. Gather information about how the task is performed so that this can be used to form a model of the task. Review job titles and descriptions to get an idea of the tasks performed. Observe the employee performing the job. Review existing training related to the job. Make sure you observe both experts and novices for comparison. Critical Incident Analysis Critical Incident Interview Guide. Conducting a Performance Analysis This technique is used to identify which employees need the training. Review performance appraisals. Interview managers and supervisors. Look for performance measures such as benchmarks and goals. Sources of performance data: 1. Performance Appraisals 2. Quotas met (un-met) 3. Performance Measures 4. Turnover 5. Shrinkage 6. Leakage 7. Spoilage 8. Losses 9. Accidents 10. Safety Incidents 11. Grievances 12. Absenteeism 13. Units per Day 14. Units per Week 15. Returns 16. Customer Complaints Are there differences between high and low performing employees on specific competencies? Would providing training on those competencies improve employee job performance? Checklist for Training Needs Analysis It is helpful to have an organized method for choosing the right assessment for your needs. A checklist can help you in this process. Your checklist should summarize the kinds of information discussed above. For example, is the assessment valid for your intended purpose? Is it reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the participants? Also consider the ease or difficulty of administration, scoring, and interpretation given available resources.
  • 7. UNIT -2 Training Methods When you play a sport, you want to do the best you can. Training improves your performance. Selecting the appropriate training methods to incorporate in your training program is important for a number of reasons. First, a focused, structured, individualized training program can increase your breathing rate and your efficient use of oxygen. It can also help your body work at a higher level of exercise for a longer time because it helps it get rid of lactic acid. It also helps your body convert more fat to energy (that is lipid metabolism). Third, it also leads to physical changes in the muscles, helping them to be more tolerant to the stresses caused by prolonged exertion, particularly by strengthening the connective tissue between muscle fibers so that they experience fewer microtraumas. An important concept we need to keep in mind when we are talking about using training most effectively is our ‘aerobic ceiling’ or ‘VO2max’. When you exercise, for example, by running or cycling, you breathe at a rate that gives your body enough oxygen to allow you to continue doing the activity without too much distress. During this time you are running or cycling ‘aerobically’, that is, with oxygen. You know you are cycling aerobically because you have enough air left over to speak. If you work harder still and put in more effort still, for example, you go up a hill at the same rate, you reach a point where you just cannot take in enough air to meet the needs of your muscles. The point at which this first happens is your aerobic ceiling or VO2max. This is when you stop speaking. If you go on increasing your rate further, you will be running or cycling ‘anaerobically’, that is, without oxygen. VO2max is "the maximum amount of oxygen you can take in and use." some factors that affect your training. There are various questions you can ask about your training; how hard should you train, how often and how long? We examine these questions in this section. How hard should you work when you train? This is called your ‘training intensity’. Is harder training better? The optimal training intensity depends on the individual person. It is train often at above this level; you are more likely to be injured. Training at a lower level helps you keep general cardiovascular health but you will not optimize your personal performance for high level aerobic events. How long should an exercise session last? The ideal duration for a training session is difficult to say because it, too, depends on the individual person and on the intensity with which the person exercises. Thirty minutes of training at 85% maximum heart rate may be of more benefit than 15 minutes. Training for sixty minutes, however, may not give you twice the advantage. This is because there is a point at which the negative effects of exercising come into play when doing it at a high level. When you know the goal of your training, for example, to run 20 km or cycle 80 km, it is best to look at the duration of the planned event, and to train at the same level of anticipated performance for approximately that duration and gradually increase your efficiency for achieving that goal. How long should you train? What is the most effective training frequency? It seems that most people
  • 8. get maximum aerobic conditioning that is, they increase VO2max, with 3 training sessions each week. The days you take off allow muscles and ligaments to repair and reduce the risk of cumulative physical stress. The 3 days rest each week maximize aerobic conditioning equally in any combination, for example, 3 days in a row with 4 rest days or alternating days. When you are talking about the frequency of training, you need to focus on the intensity of the training. If you keep the intensity the same, you can lower the frequency and duration of the training you need to maintain your aerobic fitness level. However, if you reduce the intensity of the training and still do it with the same frequency, your fitness level will drop. how can you select the types oftraining that are most useful for you ? There are several different training methods that can be used to improve ability in different sports. How can you decide which methods will work best for you? What you need to do is to look at the intensity and duration of energy use in your chosen sport. The different types of training involve activities that last for different periods of time. Anaerobic exercise lasts for a brief duration while aerobic exercise lasts much longer. Anaerobic exercise usually lasts less than 60 seconds. Weightlifting and sprinting are examples of this. If these events last more than 10 seconds, lactic acid can build up and reduce muscle performance. Training that focuses on anaerobic activities improves your tolerance to and removal of lactic acid and helps your muscles get energy from anaerobic conditions. Aerobic training improves the delivery of oxygen to the muscles. It increases how well the heart pumps the blood and how well the muscles extract oxygen from the blood. It also improves how well glucose is converted into energy. Slow long distance work is good training for aerobic, endurance events. As your level of exertion increases, there is a slow buildup of anaerobic metabolism in your muscles. At 85% VO2max, the "anaerobic threshold" for most individuals, there is an abrupt increase in anaerobic metabolism throughout the entire muscle. In most training programs you need a balance of both aerobic and anaerobic exercises. what types oftraining should you do ? There are various types of training methods you can use to obtain the required improvement in fitness. These methods include  Weight or resistance training  Plyometric training  Circuit training  Interval training  Aerobic or continuous training  The types oftraining methods are as follows:
  • 9.  Weight or resistance training Weight or resistance training focuses on building up strength, power or local muscular endurance by exercising muscle against a resistance. The muscles contract to lift a weight such as a barbell, a dumbbell or an item that offers resistance.  Circuit training Circuit training is an approach to training that can be used to develop several aspects of fitness. Circuits can be designed to include many types of activities and equipment that may be specific to a certain activity or sport.  Plyometric training Plyometric training can be used to develop fast muscle fibre so that you can get power, particularly in the legs. It’s based on the idea that a shortening muscular contraction is much stronger if it immediately follows a lengthening contraction of the same muscle. Muscle fibres transfer energy more quickly and powerfully when they move in this way. It’s like stretching fully a coiled spring and then letting it go; energy is released rapidly as the spring recoils. Individuals can use activities such as hopping, depth jumping and bounding. Pylometric training should be implemented under supervision, since the technique and strength necessary to do the activities is broken by periods of rest to minimize injury.  Interval training Interval training is used to improve both aerobic and anaerobic fitness. It refers to having periods of intense physical activity between periods of recovery, to allow longer periods of training time at your peak performance levels. Doing ten 80-metre sprints in ten seconds with a 60 second recovery is an example. In training for sprints, for example, the exercise intensity or maximum effort should remain unchanged and the recovery period should be at least three times longer than the training interval. You can also use interval training for longer events. If you are training to run 10 km run in 40 minutes, you could begin by running 1 km in 4 minutes, have 4 minutes rest, then run another and gradually build up from this. This type of training is usually alternated with other training methods, for example, you may run like this two nights a week and spend the third session taking a longer, slower run.  Continuous training Continuous training refers to aerobic activity performed at 60 to 90% VO2max for at least half an hour with a minimum of three training sessions per week. This training improves aerobic capacity. Examples of this are aerobics, gym circuit classes, cycling and swimming and running and jogging. When done at the lower end of this range, it is often referred to as long, slow distance (LSD) training. This level of training is ideal for those starting off an exercise program, those wishing to maximize burning calories for weight loss and as an option for an active "rest” day in a weekly aerobic training program. This level of exertion can be maintained for hours at slightly less intensity than used in competitive events in the past, and is particularly suited for endurance event training. It is thought to have a preferential beneficial effect on the slow twitch muscle fibers (as opposed to the fast twitch fibers used in sprint interval training). You can improve your performance in any sport by developing an effective training program. You can select the most appropriate training methods to incorporate in your training program by following these steps.