Methods of Training

Various Methods
• INFORMATIONAL – primarily
informational, one way
communication
• EXPERIMENTAL – learner interact
with instructor, a computer, or other
trainee to practice skills.
 INFORMATIONAL
Lecture
Uses Benefits Limitation
Gaining new Equally good as Learners are
knowledge TV passive
Introductory Low cost Poor transfer
material
Reaches large Depends in lecture
audience ability
Audience is often Is not tailored
comfortable with it acc.to individual
trainee
 INFORMATIONAL
AUDIO VISUAL
Uses Benefits Limitation
Gaining new Can reach large Is not tailored to
knowledge audience at one individual trainee
time
Gaining Versatility Passive learner
attention
Can reduce
trainer, travel and
facility cost
Audience is often
comfortable with it
 INFORMATIONAL
Independent study

Uses Benefits Limitation

Gaining new Allow trainees to Expensive to
knowledge go at own pace develop liabrary
material
Completing Minimize cost of Performance
degree development depends on trainee
motivation
Continuous Is not applicable to
education all job
 INFORMATIONAL

E Learning
Uses Benefits Limitation
Gaining new Convenient Expensive to
knowledge develop
Pre training Allows trainees to Not applicable for
preparation go at there own all task
pace
Provide immediate Does not lead to
feedfack higher performance
than lecture
 Experimental
Experimental
ON THE JOB
Uses Benefits Limitation

Learning Job Good transfer Depends on

skills Trainer
Apprentice Limited trainer cost May be costly
training due to mistake
Job rotation High trainee May have
motivation since frequent
training is relevant interruption due
to job demand
 Experimental
E-Learning
Uses Benefits Limitation
Gaining New Self Paced and Trainees may have
Knowledge Convenient difficulty using
computer
Drill and Standardised, Limited opp for
Practice Good Retention interaction
Individualise Feedback is Less useful for
d Learning given interpersonal and
psychmotor task
 Experimental
SIMULATOR
Uses Benefits Limitation
Produces real Effective for Costly to
world conditions learning and develop
transfer
For physical and Present realistic Sickness can
cognitive training challenge occur

For Team Training Requires good

fidelity
 Experimental
GAMES
Uses Benefits Limitation
Decision Resembles the Highly
making skills job tasks competitive

Management Provide Time

training feedback consuming

Interpersonal Present May stifle

skills realistic creativity
challenge
 Experimental
CASE STUDY
Uses Benefits Limitation
Decision Decision Must be updated
Making skills making
practice
Analytical Real world Criticized as being
skills training unable to teach
material mgmt skills
Communicati Active learning Trainer often
on skills dominates
discussion
Illustrate Good for
diversity of problem
solution solving skills
 Experimental
ROLE PLAY
Uses Benefits Limitation
For Changing Gain Initial resistance
attitude experince of of trainee
other role
Practice skills Active Trainee may not
learning take it seriously

Analyse Close to reality

Interpersonal
problems
 Experimental
Behaviour Modelling

Uses Benefits Limitation

To teach Allow Time
Interpersonal practice consuming
skills
To teach Provide May be costly
cognitive feedback to develop
skills
To teach Retention is
training skills improved
 Inventory of training methods
• Lecture
• Case analysis
• Role plays
• Business / management games &
simulations
• Experiential learning, including outdoors
• Organizing / preparing training material,
including A.V. aids
 LECTURE METHOD
• Traditional Method / Oldest
• One way communication
• Lack of Interaction
• Effective when seek to transmit
information or intellect understanding
• Trainer becomes center of attraction
• Talent of Trainer can engage participants
with communication skills
 WHY & WHEN TO USE
• When large group is there and
participation is not possible
• Bridge the gap between lectures and
reading by themselves
• No guarantee that method stimulates
thinking or actively involves participants
therefore most difficult method.
• The onus lies with Trainer.
• It calls for motivation and commitment
 Cont…
• Does not allow two way communication
• Develops a sense of dependence on the
trainer.
• Lack of involvement of the participant
leaves the trainer without the feedback.
• Requires high level of skill, knowledge
and aptitude.
• Good lecturing and good presentation
ADVANTAGE DISADVANTAGE
• Can reinforce • One Way
trainers credibility • Depends on
and authority trainer for
• Info is effectiveness
concentrated and • Words and figs
organized can easily be
• Efficient: lot of info garbled.
can be shared
• Can be
personalized and
customized
 CHECKLIST
• Trainer Role – Initiator, Main speaker,
option of involving question
• Building Group – The group is prepared
for lecture.
• Participant role – Style of speaker, good
listener
• Facilities & resources – Room should be
comfortable, chart, flips, pen……
• Time Allocation – depends on subject
 CASE STUDY
• Very popular
• Transmitting of knowledge through
involvement of the participants
• Used as an exercise in decision making
or problem solving.
• Helps participant to think
 Guidelines for using
• Imp to know objective of the session
• Through knowledge of the topic should
be there.
• The case study should be based on
genuine data and situation
• The trainer should be aware of the actual
outcome in order to enable to compare
and contrast after findings.
 Guidelines for writing case study

• Can be done yourself

• Can be delegated-imp objective should
be kept in mind
• The case must relate to overall work
situation, participants skills exp and
knowledge
• Good communication and writing skills
and should be in past tense for
protection.
• ADVANTAGE • DISADVANTAGE
• Can focus the • Impose time
discussion and limitation for
learning reading and
discussion
experience
• Difficult to
• Can gain a shared develop and in
understanding of corporate all the
on the job training necessary details.
• Provide real world • Only build and
experience demonstrate
understanding
and not skills
 Checklist – Case Study
• Trainer role – Initiate and guide
discussion, clarifies, expected learning
outcomes, highlights the learning.
• Climate building – methods procedure
norms should be familiarized well, good
time
• Participant role – actively involved in
analyzing the case, assisting for
understanding
 Checklist – contd…
• Facilities, recourses and equipments –
Case sheet should be well made, room
should be spaced.. Black board, flip
charts..
• Time allocation – approx 2 hours
 ROLE PLAY
• Valuable training method
• It’s a conscious attempt to bring out dynamic
and intricacies of various roles performed in
real life.
• Its not theoretical
• Provides opportunity for participation,
involvement and action learning.
• Engendering (produce) behavioral science.
• Provides a useful experience in self expression
and interpersonal communication.
• CASE STUDY • ROLE PLAY
• Real life situation, • Same real life
problems concerning
situation
org and individual
• Presents the problem • Interactive style
for analysis and
discussion
• Emphasis both on
• Focus more on
cognitive and
cognitive learning and
thinking affective development
• Less involvement of • Greater involvement
participants
• Deals with analysis and
• Stresses the
response.
importance of
behavior & reaction
 Types of Role Plays
• Simple Role Play – Simplest form, group
performs in front of group and act as
observer too, opportunity for participant
to develop sensitivity to the feeling of
others
• Multiple role Plays – Various group, same
exercise, experience same situation, play
role simultaneously, discussion
 OBSERVATION
• Process observation (Leadership that emerged in a
group, process of decision making, indicate who took
initiative, describe how conflicts emerged and
resolved, list factor that influenced action)
• Content observation (role of different role player,
issue emerged and response by group, conflict
resolution, negotiation skill of different role player)
• Whom to observe
• Procedure for observation
• Recording the observation (observation sheet)
• Presenting the observation
 CHECKLIST – Role play
• Trainer role – Preparation, brief the
participant, active involvement in the
exercise, Monitor the progress of the
exercise, discussing highlights
• Preparing group – Adequate time should
be given, procedure norms, acquainted
with how role will be played.
• Participant role – full involvement,
provide assistance.
 Contd..
• Facilities and resources – appropriate
material to be distributed, space
required, large room, blackboard, flip
chart….
• Time allocation – Min 1-2 hrs approx
 MANAGEMENT GAMES
• Related to specific aspect of business
• Bring together various elements of
practical decision making.
• Games concentrate on general
management principles i.e planning,
decision making,
 Design and Methodology
• Trainer should be well aware about
objective
• Should also know what sequence to be
followed for a balance between cognitive
and experimental learning.
• Trainer should well aware how game
works
• Game must have depth
 Contd…
• Inter-relationship between functional area
of a business are translated into
mathematical relationships.
• Time available to the team for making
decisions is normally related to
complexity of game
• Avoid any kind of distraction
• The term and language used should be
same used in training prog
 GROUP DISCUSSION
• Popular method
• Adaptability
• Standalone method or in combination
• Large group or sub group
• Aims at structured but informal exchange
of knowledge and idea.
• Result in change in behavior and action if
participant willing to learn.
 Objective
• Process oriented – prompting interaction
• Result oriented – specific outcome
• Generate ideas by examining issues in
greater depth
• Develop skills in interpersonal group
• Effective means of changing attitude
 Limitation of GD
• If group is large all the members may not
get the opportunity to participate and
contribute to the discussion
• If the task is not clear defined, the
discussion may lack focus and
unproductive
• Difficulties can arise if the leader in
unskilled in guiding the discussion
• Some members may dominate
 BRAINSTORMING

• Specialized form of discussion

• Unstructured way of generating idea
• Possible to generate more ideas
collectively than sum of the ideas
 Objective
• Generating wide range of solutions in solving a
problem, stimulating creativity in the group
• Developing a positive attitude among the
participant by encouraging to listen them
carefully
• Encouraging shy participants to share ideas
and views without getting negative reaction
• Creating effectiveness
 Steps in Brainstorming
• Generation of Ideas
• Amending ideas
• Posting all ideas on flip chart
• Analyzing ideas
• Action planning