Human Resources Management Course Karachi University Business School Lecture # 6, Training the Workforce By: Aamir Baig

By Aamir Baig

Training Vs. Development Training The process of providing employees with specific skills or helping them correct deficiencies in their job performance. Development An effort to provide employees with the competencies the organization will need in the future.
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By Aamir Baig

Training Vs. Development

Training Focus Scope Timeframe Goal Current job Individual employees Immediate Fix the current skill deficit Development Current & future jobs Work group or organization Long term Prepare for future work demands

By Aamir Baig

Challenges in Training
Is training the solution to the problem? Are the goals of training clear and

realistic?
Is training a good investment? Will training work?

By Aamir Baig

Managing the Training Process

By Aamir Baig

Training Needs Analysis (TNA) The identification of what training is needed, by whom and when. Identifying the discrepancy between what KSAs are needed to perform a job and what KSAs the person currently possess.

By Aamir Baig

Levels at which the Training Needs Occur

The organizational level When general performance weaknesses have been observed or are anticipated in functions across the divisional/departmental boundaries . The job or occupational level (tasks or duties) When distinct groups of employees have been identified as having common need for training like employees within a certain department or functional units. The individual level (person) When performance deficiency has been found among individual member(s), anywhere in the organization.
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By Aamir Baig

Training Needs Analysis (TNA) The training needs assessment process consists of four steps: 1. 2. 3. 4. Define the needs assessment purpose. Collect needs assessment information. Analyze the information. Make training recommendations based on the analysis.

By Aamir Baig

Approaches to TNA
Comprehensive Analysis This approach scrutinize all aspects of a job, covers a detailed list of every task and sub-task that makes up the job, together with the KSAs needed to perform the job. Key Task Analysis This approach is concerned with the identification or key or primary tasks within the job. Problem Centered Analysis This approach emphasizes on those aspects of the current performance which are below standard.

By Aamir Baig

Flow of Training Design

Issues to be addressed 1. Development of learning objectives. 2. Selection of theory, concepts and frameworks. 3. Identification of books and other resources. 4. Selection of topics that need to be covered. 5. Logical flow and coverage of the course content. 6. Development of the course material. 7. Information of the participants/targeted audience. 8. Determination of the training budget. 9. Selection of the training methods to be used. 10. Identification of training evaluation methods.
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By Aamir Baig

Training Objectives Example Understanding your role New Hired Juniors Objectives
Participants will be able to:
Describe some of the personal challenges they will encounter in making the transition to Deloitte. Describe Deloittes expectations of a new assistant. Describe some of the key competencies that will contribute to their long-term success in Deloitte.

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By Aamir Baig

Training and Development Methods On the job training Off the job training
Internal External

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By Aamir Baig

On the Job Training

Advantages No specific facilities required. No additional/replacement staff needed. Real life situation. Trainee can work on relationships from the start. Learning can be controlled. More productive in terms of departments work. Can be more cost effective. Learning/Demonstrative effect is high. Effectiveness of training can be judged immediately.
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Disadvantages Risk to machines/equipments increases. More psychological pressure on trainees. Part-time trainers (supervisors) may lacks the skills in training. Part-time trainers (supervisors) may not be motivated enough to provide training. Low motivational level then Off the Job training. If there is total reliance on internal training, then insulated thinking, less challenges.
By Aamir Baig

Off the Job Training

Advantages Generally high in motivation. Exposure to new ideas. Learning can be enhanced, because of isolated relaxed environment. Networking opportunities, interaction with new people. No risk to machines/equipment. Disadvantages Can be expensive in terms of money, time and effort. Can create a vacuum in the organization. Difficult in simulating work environment and actual work problems. Could be inconvenient due to traveling involved. More difficult to judge the effectiveness of the training program.

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By Aamir Baig

Training & Development Methods

On the job (Examples) Apprenticeships Internships Management Trainee Programs Job Rotations Specific task / Assignment Training Committee Assignments Web-based / E-Learning Courses

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By Aamir Baig

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By Aamir Baig

Training & Development Methods

Off the job (Examples) Presentations Lectures Conferences, Seminars and Workshops Simulations & Business Games Case Studies Role Plays Web based/E-Learning Courses

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By Aamir Baig

Points to consider while selecting Training & Methods

Objectives for the training. Training content & topics to be covered. Planned time for the training.

Quality of the instructor. Transfer of skills back to the Job.

Employee Preference / Convenience.

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By Aamir Baig

Types of Trainings
1. 2. 3. 4. 5. 6. 7. 8. 9. Skills Training Retraining Cross Functional Training Team Training Creativity Training Literacy Training Diversity Training Crisis Training Customer Service

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By Aamir Baig

Four Levels of Training Evaluation

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By Aamir Baig

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By Aamir Baig