Training & Development

Towards Building a Learning Organisation

Training & Development defined

Training
Development

Current Jobs
Future Jobs

Objectives Improving Organisation Performance Enhance Knowledge & Skill levels

Training and Development Training is a learning process involving systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or job. Management or executive development includes all those activities and programmes which have substantial influence on changing the capacity of the individual to perform his present assignment better and in doing so are likely to increase his potential for future management assignment.

 Management development is more future

oriented, and more concerned with education (increasing understandingreasoning power-interpretation), where employee training is more concerned with to assist a person to become a better performer.

 Needs for Training and Development

Employee survey results Evaluation deficiencies Individual development plan Law and regulation changes Need to develop new leaders New employee New equipment New technology Safety issues

Training Process 4 Phases Phase 1:Needs assessment and Establishing Objective Needs assessment means to diagnose present problems and future challenges to be met through training and development o Organizational analysis Goals of the organization and trends that will affect the goals
o Task analysis Identify what task are needed on each job and

which KSAs are necessary to perform these task.

o Person analysis

It is to determine which necessary KSAs have already been learnt by prospective trainees so that precious training time is not wasted repeating whatever has been acquired Employees who need to undergo training are identified at this stage
Establishing objective

Phase 2: Designing training and development program o Who are the trainees? o who are the trainers? o What are the Methods and techniques of o Training? o What should be the level of training? o What learning principles are needed? o Where is training program conducted?

who are the trainers? Immediate supervisors Coworkers as in buddy systems Member of HR staff Outside consultants Specialist in other parts of the company Faculty members at universities

Who are the trainees? Trainees can be selected by Self nomination Recommendations by supervisors or HR department

Off-the job training

Classroom Lectures
Use of audiovisuals or demonstrations make classroom learning interesting Maintain eye contact Be alert to your audience

Simulation Exercise
Case Exercise Experimental Exercise (Create a conflict situation,

experience the conflict and work out the solution) Complex Computer Modeling (widely used in giving training to Pilots)

On-the job training

Committee Assignments: -Assignment to

A Committee Can Provide an Opportunity for the Employee to Share in Manager Decision Making To Learn By Watching Others. Job rotation Apprenticeship Training

Training Methods for developing managers

Decision Making skills In-basket exercises Business game Case study Interpersonal skills Role play Sensitivity training Behavior Modeling

What should be the level of learning? 3 levels Acquire fundamental knowledge Eg.lecture method Acquire ability to perform in particular skill area Eg.JIT Acquiring additional experience and improving skills already been developed Eg. Committee assignments

What learning principles are needed?

Motivation

Practice opportunities
Transfer of learning

Where is training program conducted?

At the job itself On site but not the job training rooms Off site university,hotel,conference

Phase 3: Implementation Deciding location and organizing training and other facilities Scheduling the training programme Conducting the programme Monitoring the progress of trainees

Phase 4:Evaluation of Training

Criteria for evaluation Training validity Transfer validity Intra-organizational validity Inter-organizational validity Techniques of evalution Experimental and control groups Time series analysis Pre-post training test Questionnaire method

Test-retest method
Participants are given a test before the Training program-Training Program Retake of the Test Changes in Test Score Whether the change can be fully attributed to training program? Validity of training program ?

Pre-post performance method

Participants are evaluated prior to the Training program and rated on actual job performance---Training Program Retake of the Test The increase in scores is assumed to be attributed to in the instruction. This method deals directly with the job behavior.

Experimental Control group method :

Two groups are established-(comparable as

to skill, intelligence and learning abilities ) and evaluated on actual job performance . control group work on the job but do not undergo training Within the evaluation assessing four areas is must : Reaction Learning Behavior Results

Levels of Evaluation

o Reactions

Did trainees found the training program useful? -questionnaire o Learning Written test and performance test o Behavior performance appraisal o ResultIs organization benefiting because of training program Productivity Attrition rate Morale Accidents

Major aim of evaluation is cost benefit analysis

Cost Needs assessment cost Salaries of training department Purchase of equipments Evaluation cost Benefits Trainees performance improvement Reduction in attrition rate and absenteeism Increase in productivity etc.

Benefits of Training and Development

Increased employee motivation Increased capacity to adopt new technologies and

methods Increased efficiencies in processes, resulting in financial gain. Increased innovation in strategies and products Reduced job turnover. Increased job satisfaction and morale among employees.