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trainingdevelopment1-170327041037 (1).pptx

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MayuriSinghal2

This document discusses training and its benefits. It defines training as a process that involves acquiring knowledge, skills, concepts and changing attitudes to enhance employee performance. Development helps employees handle future responsibilities with less emphasis on current duties. The benefits of training include increased productivity, quality and organizational climate. Training benefits both the organization through improved profitability and employees through growth, recognition and job satisfaction. The document outlines different types of training methods like on-the-job and off-the-job and provides examples. It also discusses the process of designing an effective training program.

1 of 48
Prof. Shrinivas
TRAININGDEFINED TRAINING is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance theperformance of employees.
1. Difference Between Training Training focuses on specific job knowledge and skill that is to be applied in the short run. Development focuses on broad knowledge and insights that may be required for adaptation to environmental demands in the future.
trainingdevelopment1-170327041037 (1).pptx
trainingdevelopment1-170327041037 (1).pptx
trainingdevelopment1-170327041037 (1).pptx
trainingdevelopment1-170327041037 (1).pptx
trainingdevelopment1-170327041037 (1).pptx
DEVELOPMENTDEFINED DEVELOPMENT, on the other hand, helps the individual handle future responsibilities, withless emphasis on present jobduties.
Need and basic purposes of training To Increase Productivity To Improve Quality To Help a Company Fulfil Its Future Personnel Needs To Improve OrganizationalClimate To Improve Health and Safety Obsolescence Prevention Personal Growth
TheBenefitsof Training How Training Benefits the Organisation Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization. Improves the morale of the work force. Helps people identify with organisationalgoals. Helps create a better corporateimage.
TheBenefitsof Training Aids in organisational development. Helps prepare guidelines for work. Aids in understanding and carrying out organisational policies. Provides information for future needs in all areas of the organisation. Organization gets more effective decision making and problem solving. Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usuallydisplay.
The Benefits of Training Aids in increasing productivity and/or quality of work. Helps keep costs down in many areas, e.g., production, personnel, administration, etc. Develops a organisation sense of responsibility for being competent to the and knowledgeable. Improves labour-management relations and creates an appropriate climate for growth, communication.
The Benefits of Training Reduces outside consulting costs by utilising competent internal consulting. Stimulates preventive management as opposed to putting out fires. Eliminates sub-optimal behaviour. Helps employees adjust to change. Aids in handling conflict, therebyhelping to prevent stress and tension.
Benefits to the Individual Helps the individual in making better decisions and effective problem solving and of development, recognition, training variables growth, are responsibility and internalized and Through motivational achievement, advancement operationalised. Aids in encouraging and achievingself- development and self-confidence.
Benefits to the Individual Helps a person handle stress, tension, frustration and conflict. information for improving knowledge, communication skills, Provides leadership and attitudes. Increases job satisfaction and recognition. Moves a person towards personal goals while improving interaction skills. Satisfies personal needs of the trainee.
Benefits to the Individual Provides trainee an avenue for growth and a say in his/her own future. Develops a sense of growth in learning. Helps a person develop speaking and listening skills; also writing skills when exercises arerequired. Helps eliminate fear in attempting newtasks.
Benefits in Intra and Inter- group Relatio nsImproves communication between groupsand individuals. Improves interpersonal skills. Makes organisation policies, rules and regulations viable. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth, and coordination. Makes the organisation a better place to work.
Identifying Training needs Job Present performance Desired performance Gap Setting Training Objectives and Policy Designing Training Programme Conducting the Training Follow up and Evaluation Approach toTraining F E E D B A C K & R E V I E w
Types of Training Induction or Orientation Training:- It is concerned with introducing or orienting anew employee to the organisation & its procedure, rules & regulation. JobTraining:- It relates to specific job which the worker hasto handle, it gives information about machines, process of productions, instructions to be followed, methods to be used & soon. Internship Training:- Under this method, the educational institute enters into arrangement with an industrial enterprise for providing practical knowledge to its students.
Refresher Training:- It meant for the old employees of the enterprise. The basic purpose of refresher training is to acquaint the existing workforce with the latest methods of performing their jobs &improve their efficiency further. In thewords of Dale Yoder, “Retraining programmes are designed to avoid personnel obsolescence.” Training for promotion:- The talented employees may be given adequate training to make them eligible for promotion to higher job in the organisation.
TrainingMethods On-the-Job Methods Off-the-Job Methods - Job Rotation - Coaching -Job Instruction/Training through step by step -Committee assignment -Internships -Apprentice -Vestibule Training - Role Playing - Lecture Methods - Conference or Discussion -Programmed Instructions -Lecture/Talks/Discussions - Videos/Films -Case study -Demonstrations
On-the-Job Train ing M ethods This type of training, also known asjob instruction training is the most commonly used method. OJThasthe advantage of giving first hand knowledge & experience under theactual working condition while the traineelearns how to perform ajob, he is also aregular worker rendering the services for which he ispaid.
Managerial on-the-Job Training Job rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points. Coaching/Understudy approach The trainee works directly with a senior manager or with the person he or she is to replace.
• JobInstruction This method is also known as training through step by step. Under this method, trainer explains, the trainee the way of doing the job, job knowledge &skills &allow him to do the job. The trainer appraises the performance of the trainee, provides feedback information &corrects. CommitteeAssignments Agroup of trainees are given and askedto solve an actual organizational problem. Thetrainees solvethe problem jointly. It develops teamwork.
Off-the-Job Training Methods Under this method of training, trainee is separated from the job situation & his attention is focusedupon learning the material related to his future job performance. There is an opportunity for freedom of expression for thetrainees.
Off-the-job training method are asfollows :- Vestibule training Sensitivity training Transactional analysis Grid training Role playing Lecture methods Conference or discussion Programmed instruction
Off-the-Job Management Training and Development Techniques Vestibule Training:- In this method, actual workcondition are simulated in aclassroom. Material, files &equipment those are used in actualjob performance are also used in training. This type of training is commonly used for training personnel for clerical & semi skilled jobs. Theduration of training ranges from daysto afew weeks.
Off-the-JOB Development Methods Sensitivity Training ST or Laboratory training is a method of changing individual behaviour through unstructured group interaction The main objective of ST is to develop among the group members, an understanding of themselves and other their relationships withothers
Off-the-JOB Development Methods Transactional Analysis This is a theory of personality and provides an approach for defining and analyzing the interaction between people The basic theory behind transactionalanalysis is that an individual’s personality comprises of three ego states The parent The child The adult
Off-the-JOB Development Methods Grid Training Its is a six phase program lasting from 3 to5 years It starts with upgrading managerial skills, continues to group improvement, improves inter group relations, goes into corporate planning, develops implementation methods and ends with an evaluation phase
trainingdevelopment1-170327041037 (1).pptx
Off-the-JOB Development Methods Behaviour Modeling It demonstrates desired behaviour and provides trainees the chance to practices and role/play/imitate those behaviours and receivefeedback
Role playing Creating arealistic situation in which trainees assumethe roles of persons in that situation. Thismethod of training involves action, doing & practice. Theparticipants play the role of certain characters, suchasthe productionmanager, mechanical engineers, superintendents, maintenance engineers, quality control inspectors, foreman, workers & the like.This method is mostly used for developing interpersonal interactions & relations.
Lecture Method The lecture is traditional &direct method of instruction. Theinstructor organizes the material & gives it to agroup of trainees in the form of atalk. To be effective, the lecture must motivate& create interest among the trainees. An advantage of lecture method is that it is direct & can be used for alarge group oftrainees.
Conference or Discussion- It is a method in training the clerical , professional & supervisory personnel. This method involves a group of people who pose ideas, examine &share facts, ideas &data, test assumption, &draw conclusion all of which contribute to the improvement of job performance . Discussion has the distinct advantage over the lecture method in that the discussion involves two way communication and hencefeedback is provided.
ProgrammedInstruction- In recent years this method hasbecome popular. The subject matter to be learned is presented inaseries of carefully planned sequential units. Theseunits are arranged from simple to more complex levels of instruction. Thetrainees goesthrough these units by answering question or filling theblanks . This method is time consuming andexpensive.
DesignOf aTraining Programme 1.Identification of Training needs • OrganisationalAnalysis • TaskAnalysis • HumanResourceAnalysis 2.Setting Training Objectives 3.Organisation of TrainingProgramme *Traineeand Instructor *Periodof Training 4.Evaluation of Training Results
Training Process:- Understanding Organisational Objectives and Strategies Training Need Assessment Establishment of Training Goals Devising Training Programmes Implementation of Training Programme Evaluation of Results
Processof Trainingand Development (1) Training needs analysis (2) Instructional design (3) Validation (4) Implementation (5) Evaluation and follow-up
(1)Training needsanalysis A. Organization analysis: identify training needs ofthe organization according to its long-term goals-set the training goals. B. Job analysis: identify training needs according tojob descriptions and specifications—specify skills/knowledge/behavior to be trained. C. People analysis: identify people that need training and their trainability-identify potentialtrainees.
(2) Instructional design A. Set training goals. B. Determine what to train. C. Identify trainees. D. Choose training materials. E. Determine training modes and methods. F. Select trainers. G. Schedule training. H. Develop training budget.
(3) Validation A. Validate the training program before implementation. Pilot study: conduct the program with a small number of trainees to test its effect. Consultation: consult the trainees and their supervisors on the appropriateness of the program. B. Make revision of the training programs before implementation.
(4) Implementation A. Obtain continuous support fromline-management to the training program. B. Appoint manager for the training program. C. Develop managing guidelines for the program. D. Provide logistic support. E. Conduct concurrent evaluation of the program.
(5) Evaluation andfollow-up A. Types of evaluation: Concurrent evaluation: evaluate training effects during training. Immediate final evaluation: evaluate training effects at the end of the training. Follow-up evaluation: evaluate training effectby evaluating trainee performance overtime.
C.Formsof evaluation Written tests: Check learning results ofknowledge. Simulation: check learning results ofskills. Interviews: check training effects by talking to the trainees and their supervisors. Questionnaire: check effectiveness of instruction materials, trainer and trainingmethods. Performance appraisal: check learning transfer and training effectiveness on job.
Evaluation of Training Programme:- o Reactions: Evaluation on the basis of Trainees reaction to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc.. o Learning:Evaluation on the basis of quantity of learning and time of learning with the application of the knowledge gained through training. oJob Behaviour: Evaluation based on the manner and extent to which the trainee has applied his learning to his job. oOrganisation: Evaluation based on the overall organisation’s increased productivity, quality, morale, sales turnover etc.. oUltimate Value: Measurement of the ultimate result of the contributions of the training programme to the company goals like survival, growth, profitability etc..and to the individual goals like personality and social goals like CSR activities.
trainingdevelopment1-170327041037 (1).pptx

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trainingdevelopment1-170327041037 (1).pptx

  • 2. TRAININGDEFINED TRAINING is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance theperformance of employees.
  • 3. 1. Difference Between Training Training focuses on specific job knowledge and skill that is to be applied in the short run. Development focuses on broad knowledge and insights that may be required for adaptation to environmental demands in the future.
  • 9. DEVELOPMENTDEFINED DEVELOPMENT, on the other hand, helps the individual handle future responsibilities, withless emphasis on present jobduties.
  • 10. Need and basic purposes of training To Increase Productivity To Improve Quality To Help a Company Fulfil Its Future Personnel Needs To Improve OrganizationalClimate To Improve Health and Safety Obsolescence Prevention Personal Growth
  • 11. TheBenefitsof Training How Training Benefits the Organisation Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization. Improves the morale of the work force. Helps people identify with organisationalgoals. Helps create a better corporateimage.
  • 12. TheBenefitsof Training Aids in organisational development. Helps prepare guidelines for work. Aids in understanding and carrying out organisational policies. Provides information for future needs in all areas of the organisation. Organization gets more effective decision making and problem solving. Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usuallydisplay.
  • 13. The Benefits of Training Aids in increasing productivity and/or quality of work. Helps keep costs down in many areas, e.g., production, personnel, administration, etc. Develops a organisation sense of responsibility for being competent to the and knowledgeable. Improves labour-management relations and creates an appropriate climate for growth, communication.
  • 14. The Benefits of Training Reduces outside consulting costs by utilising competent internal consulting. Stimulates preventive management as opposed to putting out fires. Eliminates sub-optimal behaviour. Helps employees adjust to change. Aids in handling conflict, therebyhelping to prevent stress and tension.
  • 15. Benefits to the Individual Helps the individual in making better decisions and effective problem solving and of development, recognition, training variables growth, are responsibility and internalized and Through motivational achievement, advancement operationalised. Aids in encouraging and achievingself- development and self-confidence.
  • 16. Benefits to the Individual Helps a person handle stress, tension, frustration and conflict. information for improving knowledge, communication skills, Provides leadership and attitudes. Increases job satisfaction and recognition. Moves a person towards personal goals while improving interaction skills. Satisfies personal needs of the trainee.
  • 17. Benefits to the Individual Provides trainee an avenue for growth and a say in his/her own future. Develops a sense of growth in learning. Helps a person develop speaking and listening skills; also writing skills when exercises arerequired. Helps eliminate fear in attempting newtasks.
  • 18. Benefits in Intra and Inter- group Relatio nsImproves communication between groupsand individuals. Improves interpersonal skills. Makes organisation policies, rules and regulations viable. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth, and coordination. Makes the organisation a better place to work.
  • 19. Identifying Training needs Job Present performance Desired performance Gap Setting Training Objectives and Policy Designing Training Programme Conducting the Training Follow up and Evaluation Approach toTraining F E E D B A C K & R E V I E w
  • 20. Types of Training Induction or Orientation Training:- It is concerned with introducing or orienting anew employee to the organisation & its procedure, rules & regulation. JobTraining:- It relates to specific job which the worker hasto handle, it gives information about machines, process of productions, instructions to be followed, methods to be used & soon. Internship Training:- Under this method, the educational institute enters into arrangement with an industrial enterprise for providing practical knowledge to its students.
  • 21. Refresher Training:- It meant for the old employees of the enterprise. The basic purpose of refresher training is to acquaint the existing workforce with the latest methods of performing their jobs &improve their efficiency further. In thewords of Dale Yoder, “Retraining programmes are designed to avoid personnel obsolescence.” Training for promotion:- The talented employees may be given adequate training to make them eligible for promotion to higher job in the organisation.
  • 22. TrainingMethods On-the-Job Methods Off-the-Job Methods - Job Rotation - Coaching -Job Instruction/Training through step by step -Committee assignment -Internships -Apprentice -Vestibule Training - Role Playing - Lecture Methods - Conference or Discussion -Programmed Instructions -Lecture/Talks/Discussions - Videos/Films -Case study -Demonstrations
  • 23. On-the-Job Train ing M ethods This type of training, also known asjob instruction training is the most commonly used method. OJThasthe advantage of giving first hand knowledge & experience under theactual working condition while the traineelearns how to perform ajob, he is also aregular worker rendering the services for which he ispaid.
  • 24. Managerial on-the-Job Training Job rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points. Coaching/Understudy approach The trainee works directly with a senior manager or with the person he or she is to replace.
  • 25. • JobInstruction This method is also known as training through step by step. Under this method, trainer explains, the trainee the way of doing the job, job knowledge &skills &allow him to do the job. The trainer appraises the performance of the trainee, provides feedback information &corrects. CommitteeAssignments Agroup of trainees are given and askedto solve an actual organizational problem. Thetrainees solvethe problem jointly. It develops teamwork.
  • 26. Off-the-Job Training Methods Under this method of training, trainee is separated from the job situation & his attention is focusedupon learning the material related to his future job performance. There is an opportunity for freedom of expression for thetrainees.
  • 27. Off-the-job training method are asfollows :- Vestibule training Sensitivity training Transactional analysis Grid training Role playing Lecture methods Conference or discussion Programmed instruction
  • 28. Off-the-Job Management Training and Development Techniques Vestibule Training:- In this method, actual workcondition are simulated in aclassroom. Material, files &equipment those are used in actualjob performance are also used in training. This type of training is commonly used for training personnel for clerical & semi skilled jobs. Theduration of training ranges from daysto afew weeks.
  • 29. Off-the-JOB Development Methods Sensitivity Training ST or Laboratory training is a method of changing individual behaviour through unstructured group interaction The main objective of ST is to develop among the group members, an understanding of themselves and other their relationships withothers
  • 30. Off-the-JOB Development Methods Transactional Analysis This is a theory of personality and provides an approach for defining and analyzing the interaction between people The basic theory behind transactionalanalysis is that an individual’s personality comprises of three ego states The parent The child The adult
  • 31. Off-the-JOB Development Methods Grid Training Its is a six phase program lasting from 3 to5 years It starts with upgrading managerial skills, continues to group improvement, improves inter group relations, goes into corporate planning, develops implementation methods and ends with an evaluation phase
  • 33. Off-the-JOB Development Methods Behaviour Modeling It demonstrates desired behaviour and provides trainees the chance to practices and role/play/imitate those behaviours and receivefeedback
  • 34. Role playing Creating arealistic situation in which trainees assumethe roles of persons in that situation. Thismethod of training involves action, doing & practice. Theparticipants play the role of certain characters, suchasthe productionmanager, mechanical engineers, superintendents, maintenance engineers, quality control inspectors, foreman, workers & the like.This method is mostly used for developing interpersonal interactions & relations.
  • 35. Lecture Method The lecture is traditional &direct method of instruction. Theinstructor organizes the material & gives it to agroup of trainees in the form of atalk. To be effective, the lecture must motivate& create interest among the trainees. An advantage of lecture method is that it is direct & can be used for alarge group oftrainees.
  • 36. Conference or Discussion- It is a method in training the clerical , professional & supervisory personnel. This method involves a group of people who pose ideas, examine &share facts, ideas &data, test assumption, &draw conclusion all of which contribute to the improvement of job performance . Discussion has the distinct advantage over the lecture method in that the discussion involves two way communication and hencefeedback is provided.
  • 37. ProgrammedInstruction- In recent years this method hasbecome popular. The subject matter to be learned is presented inaseries of carefully planned sequential units. Theseunits are arranged from simple to more complex levels of instruction. Thetrainees goesthrough these units by answering question or filling theblanks . This method is time consuming andexpensive.
  • 38. DesignOf aTraining Programme 1.Identification of Training needs • OrganisationalAnalysis • TaskAnalysis • HumanResourceAnalysis 2.Setting Training Objectives 3.Organisation of TrainingProgramme *Traineeand Instructor *Periodof Training 4.Evaluation of Training Results
  • 39. Training Process:- Understanding Organisational Objectives and Strategies Training Need Assessment Establishment of Training Goals Devising Training Programmes Implementation of Training Programme Evaluation of Results
  • 40. Processof Trainingand Development (1) Training needs analysis (2) Instructional design (3) Validation (4) Implementation (5) Evaluation and follow-up
  • 41. (1)Training needsanalysis A. Organization analysis: identify training needs ofthe organization according to its long-term goals-set the training goals. B. Job analysis: identify training needs according tojob descriptions and specifications—specify skills/knowledge/behavior to be trained. C. People analysis: identify people that need training and their trainability-identify potentialtrainees.
  • 42. (2) Instructional design A. Set training goals. B. Determine what to train. C. Identify trainees. D. Choose training materials. E. Determine training modes and methods. F. Select trainers. G. Schedule training. H. Develop training budget.
  • 43. (3) Validation A. Validate the training program before implementation. Pilot study: conduct the program with a small number of trainees to test its effect. Consultation: consult the trainees and their supervisors on the appropriateness of the program. B. Make revision of the training programs before implementation.
  • 44. (4) Implementation A. Obtain continuous support fromline-management to the training program. B. Appoint manager for the training program. C. Develop managing guidelines for the program. D. Provide logistic support. E. Conduct concurrent evaluation of the program.
  • 45. (5) Evaluation andfollow-up A. Types of evaluation: Concurrent evaluation: evaluate training effects during training. Immediate final evaluation: evaluate training effects at the end of the training. Follow-up evaluation: evaluate training effectby evaluating trainee performance overtime.
  • 46. C.Formsof evaluation Written tests: Check learning results ofknowledge. Simulation: check learning results ofskills. Interviews: check training effects by talking to the trainees and their supervisors. Questionnaire: check effectiveness of instruction materials, trainer and trainingmethods. Performance appraisal: check learning transfer and training effectiveness on job.
  • 47. Evaluation of Training Programme:- o Reactions: Evaluation on the basis of Trainees reaction to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc.. o Learning:Evaluation on the basis of quantity of learning and time of learning with the application of the knowledge gained through training. oJob Behaviour: Evaluation based on the manner and extent to which the trainee has applied his learning to his job. oOrganisation: Evaluation based on the overall organisation’s increased productivity, quality, morale, sales turnover etc.. oUltimate Value: Measurement of the ultimate result of the contributions of the training programme to the company goals like survival, growth, profitability etc..and to the individual goals like personality and social goals like CSR activities.