Training Methods

Anuraag Awasthi

Ground Rules
Cell Phones on silent mode - Question & Answers anytime - Keep it Interactive - If there is any urgent call, please silently leave the room, attend the call and come back.
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Agenda

Training Methods Implementation & Evaluation of Training Programmes

Cognitive Methods
The various methods that come under Cognitive approach are: - Lectures - Discussions - Demonstrations - Computer Based Training (Cbt) - Intelligent Tutorial System (its) - Programmed - Instruction (Pi) - Virtual Reality - Interactive Multimedia

Behavioral Methods
The various methods that come under Behavioral approach are: - Games And Simulations - Behavior-modeling - Business Games - Case Studies - Equipment Simulators - In-basket Technique - Role Plays

Other Training Methods

Other Training Methods

- On-the-job (OJT) Trainings - Off-the-Job Training

- Management Development method

On-the-job Training

On-The-Job (OJT) Trainings

OJT is the most frequently used training method, especially in smaller businesses. It uses more experienced and skilled employees, whether coworkers or supervisors to train less-skilled and experienced employees. OJT takes many forms and can be supplemented with classroom training.

On-The-Job (OJT) Trainings

Instruction often occurs at an informal basis. Its characteristics are : - It has not been carefully thought out and prepared. - It is done on an adhoc basis with no predetermined content or process. - No objectives or goals have been developed or referred to during training. - The trainers are chosen on the basis of technical expertise, not training ability. - Trainers have no formal training in how to train.

On-The-Job (OJT) Trainings

Formal OJT are typically conducted by employees identified as having superior technical knowledge / skills and who can effectively use one-on-one instructional techniques. Organizations with formal OJT programs provide train-the-trainer training to these employees. Formal OJT programs follow a carefully developed sequence of learning events.

On-The-Job (OJT) Trainings

Learning is usually achieved through following steps : - The trainee observes a more experienced and skilled employee (the trainer) performing job-related tasks. - The procedures and techniques used are discussed before, during, and after the trainer has demonstrated how the job tasks are performed. - When the trainer feels that the trainee is ready, the trainee begins performing the tasks. - The trainer provides continuing feedback and guidance. - The trainee is gradually given more and more job, until he can adequately perform the entire job on his own.

On-The-Job (OJT) Trainings

Some techniques for on-the-job development are:

Job Instruction Technique (JIT) Coaching Mentoring Job Rotation Apprenticeship Training

Job Instruction Technique

Job Instruction Technique (JIT) uses a behavioral strategy with a focus on skill development, but some factual and procedural knowledge objectives are usually involved as well. JIT consists of 4 steps : - Prepare - Present - Try Out - Follow up

Job Instruction Technique

Prepare - Preparation and Follow-up are generally neglected area in OJT programs. - Preparation should include a written breakdown of the job. - Next step is to assess the trainees current knowledge level (TNA) and create an instructional plan. - Give orientation to the trainee on JIT process.

Job Instruction Technique

Present - The four activities of this stage are tell, show, demonstrate and explain. - As a trainer provide an overview of the job while showing different aspects. - Then demonstrate the job, emphasizing the key learning points.

Job Instruction Technique

Try Out Before trying out, the trainee describes to the trainer how to do the job. (symbolic rehearsal) - The trainee then attempts to perform the job and the trainer is able to provide instant feedback. - Allowing the trainee to see the consequences of using an incorrect procedure reinforces the correct procedures.
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Job Instruction Technique

Follow up
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trainers incorrectly consider the training over at the previous stage. -The trainer must check the trainees work often enough to prevent incorrect or bad work habits from developing.

Coaching
Coaching is the process of providing one-on-one guidance and instruction to improve knowledge, skills and work performance. Usually, coaching is directed at persons with performance deficiencies, but can also be used as a motivational tool for those performing adequately. Coaching is primarily used for skill improvement, it can also be used for knowledge development. These days, supervisors take almost 50 - 70% of their time coaching their subordinates. A key factor in learning process is the interpersonal relationship between the coach and the trainee.

Coaching
A typical Coaching format looks like following : - Understand the trainees job, the KSA and resources required to meet performance expectations and current level of performance. - Agree on the performance objectives with the trainee - Mutually arrive at a plan and schedule for achieving the performance objectives. - At the work site, show the trainee how to achieve the objectives, observe the trainee perform and then provide feedback. (similar to JIT) - Repeat above step till the performance improves.

Mentoring
Mentoring is considered to be a form of coaching in which an ongoing relationship is developed between a senior and junior employee. The purpose of mentoring is to provide the more junior employee with guidance and a clear understanding of how the organization goes about its business. Whereas coaching focuses on the technical aspects of the job, mentoring focuses more on improving the employees fit within the organization. Thus, coaching emphasizes skill development, and mentoring emphasizes attitude development. Generally, mentoring is conducted only for manager level employees.

Job Rotation
Job rotation allows a manager to operate in different roles and understand the different issues that arise. This is a common practice for managers being developed for executive roles.

Apprenticeship Training
Apprenticeship training is one of the oldest forms of training. Apprenticeship programs are partnerships between labor unions, employers, schools and the government. Most apprenticeships are in skilled trade and professional unions, such as electrical workers, pipe fitters, carpenters etc. In general, an apprenticeship program requires about 2 years of on-the-job experience and about 180 hours of classroom instruction, though requirements vary from program to program.

Apprenticeship Training
An Apprentice must be able to demonstrate all required knowledge and skills before being allowed to graduate to regular status. These programs are regulated by government agencies which also set standards and provide services.

Train the Trainer for OJT

For OJT program to be effective, the trainers must be motivated to serve in the training role, be skilled as trainers and possess the necessary interpersonal skills. The components of a training program should include : - The companys formal OJT process, the policies and support provided by the organization. - Interpersonal skills and feedback techniques - Principles of adult learning Trainers normal job responsibilities must be reduced.

Strengths and Limitations of OJT

Strengths and Limitations of OJT

OJT is a very useful method for skill enhancement. Trainees learn their KSAs in the actual job situation, thus transfer of training occurs naturally. It also provides new employees with a rapid orientation to how the company operates. It also has the potential of developing more positive relationships among older and new employees and between supervisors and their subordinates.

Strengths and Limitations of OJT

A major concern in the OJT is the competency of the trainer. The trainer must possess the technical competence, the training competence, and the motivation to train. In addition, the organization must provide the trainer with enough time away from his/her regular job to do the training. This accommodation not only leads to better training, but demonstrates the organizations commitment to its OJT program.

Strengths and Limitations of OJT

Cost : - Since both the trainer and trainee are working, though at limited capacity, they are atleast producing something. - OJT does not require purchase of expensive training material such as simulators, games or video-based training modules. - OJT also speeds up the learning process. No delay separates the training from its application to the work situation. - One-on-one training is more effective. - The only cost is the cost of training the trainer. - There could also be some breakage, increased waste and downtime due to inexperienced trainees operating the equipment.

Strengths and Limitations of OJT

Control of Content and Process : - The content and process of training is controlled primarily by the trainer during the prepare and present stages of training. As the training reaches Try Out and Follow-up stages, the trainee and trainer jointly control the content and process. - The training moves as slowly or fast as necessary for the trainee to master the learning.

Strengths and Limitations of OJT

Learning Objectives (KSA) : -The primary focus of OJT is skill development, though it can also enhance the knowledge base of trainees and influence their attitudes. -Through discussions with the trainer and through questioning and restating of techniques, the trainee can learn factual and elementary procedural information. - Employees develop new attitudes about the job and company by observing and interacting with others. - If knowledge acquisition is required for skill development to perform the job, OJT should be supplemented with other techniques such as CBT, role playing, reading texts, manuals etc.

Strengths and Limitations of OJT

Learning Process : - Trainees are likely to be relatively more attentive and motivated during OJT because it is easier to see a direct relationship between the training and job performance. - Verbal and visual stimuli direct attention to key learning points. - The visual, auditory, and tactile cues in OJT assist in the symbolic coding process, providing many relationships among objects and actions in the work environment. - Symbolic rehearsal process happens when the trainee is asked to describe the steps. - Behavioral reproduction is the strong part of this process.

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