Training and Development

How is Training Delivered?

Instructor led in classroom: 77% Instructor led from remote location: 5% By computer: 11%2

cd-rom, internal network, internet, diskette

Other: 7%
2001 Training Magazine Industry Report

Training vs. Development

Training: any attempt to improve employee performance on currently held or similar job
Present-oriented

Development: Learning opportunities designed to help employees grow

Future-oriented

When do we need training?

General Purpose:
Deploy new equipments or new technology Change job methods New Product Mix Unsatisfaction of employee performance Employee shortage Increase job quality Avoid accident events Employee promotion or rotation

Create an efficient and competitive Company

The Five Steps in the Training and Development Process

1. Needs Analysis
2. Instructional Design

3. Validation
4. Implementation

5. Evaluation and Follow-Up

Needs Assessment
Organizational Analysis: Where should the training emphasis be placed? Job Analysis: What should be taught so that employee can perform the job satisfactorily Person Analysis: Who needs training, and what specific types of training are needed?

NEED ASSESSMENT

Organisational Analysis Organisational Objectives Resources

Operational Analysis Expectations from employees to met organisation objectives

Individual Analysis To Know- Existing A, S, K Through- Individual response, Seniors response, HRD survey, Performance appraisal

Required optimal performance level from each employee to meet organisational objectives

Current level of performance of employees

Gap between required and current level of performance

YES NO Training Needs No need of Training Creating Learning Environment

Training Techniques

On-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning Audiovisual Techniques Vestibule or Simulated Training Computer-Based Training Training Via CD-ROM and the Internet

Managerial On-the-Job Training Techniques

Not just for nonmanagers, but a popular method

Job Rotation Coaching/Understudy Approach

Action Learning

Job Rotation
A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points

Coaching/Understudy Approach

A management training technique that the trainee works directly with a senior manager or with the person he or she is to replace

Coaching/Understudy Approach
Coaching
-The manager or the person with whom trainees
works is in truth responsible for coaching.

Understudy
-Relieving certain responsibilities giving trainees a chance to learn the job -Ensuring trained managers to assume key positions when such positions vacated due to retirement, promotion, transfers, and terminations

Action Learning
A training technique by which management trainees allowed to work full time analyzing and solving programs in other department

Managerial Off-the Job Training and Development Techniques

The Case Study Method Management Games Outside Seminars University-Related Programs

Role Playing Behavior Modeling

In-House Development Centers