Professional Documents
Culture Documents
What is Training
Features of Training
Increases knowledge and skills for doing a particular job
Focuses attention on the individual job.
Concentrates on individual employees
Gives importance to short term performance
Training
Need For Training
Training
Training vs. Development
Training is concerned with teaching specific job related skills and behaviour.
Development is future oriented training, focusing on the personal growth of
the employee.
Training
Learning, Training, Development and
Education
Training
How to be more creative?
Thermax: At Thermax (over 1200 employees nearly Rs. 600 crore turnover, 6 per
cent attrition rate) high-potential individuals are given greater exposure, high
visibility and asked to chart out a career vision through an ongoing dialogue.
GCPL: Godrej Consumer Products Ltd’s (1052 employees, nearly Rs. 500 crore
sales) talent management system allows bright employees to acquire a wide
variety of skills through job rotation (e.g., sales systems, project management
skills, IT skills, Team building skills etc.). Outstanding performers get salary
increase instantaneously.
Sapient Corporation: (914 employees with over $ 202 million global sales). At
Sapient employees work on 48-50 projects at any given time. Some of these are
executed entirely by the local employees from their Gurgaon and Bangalore
offices.
Johnson & Johnson: (1419 employees with over $ 41,000 million global sales)
J&J constantly encourages its employees to upgrade their skills and knowledge
through short-term programmes at institutes like the IIMs, XLRI etc. apart from
rotating employees on challenging tasks.
Cont…
Training
How to be more creative?
Monsanto India: (354 employees with nearly $ 5,000 global sales) Monsanto
sets stiff targets for employees, but trains employees with a rare rigour so that
they get a fair shot at those. People identified as future leaders are given internal
international positions.
P&G: (Over Rs. 750 crore sales and powerful brands like Vicks, Tide, Ariel,
Pantene, Pampers, Head and Shoulders, etc.) P&G relies on the
promote-from-within philosophy’. It hires freshers straight out of B-school, trains
and empowers them to handle challenging jobs from day 1. Says a new recruit
from IIM Ahmedabad: “I am two months old in the company and already handling
a new brand launch”.
[BT-Hewitt Study, 2003; BT-Mercer-TNS Study, 2004; Grow Talent Study, B. World, 1.9.2003 and 6.12.2004]
Training
A Systematic Approach To Training
Training
Training needs assessment
Training
Identify training objectives
Objectives of training
OBJECTIVE
Training
Training Methods
On the job training: Job instruction training (JIT ),coaching, mentoring, job
rotation
Off the job training: Vestibule training, Role playing, Lecture method,
Conference or discussion method, Programmed instruction
Training
On The Job Training Methods
Training
On The Job Training Methods
Coaching: Here the supervisor explains things and answers questions;
throws light on why things are done the way they are; offers a model for
trainees to copy, conducts lot of decision making meetings, and allows
trainees freedom to commit mistakes and learn. Coaching, thus, requires
lot of teaching skills.
Training
Functions of Mentoring
Good mentors...... Good mentees......
Listen and understand Listen
Challenge and stimulate Act on Advice
learning Show commitment to learn
Coach
Check ego at the door
Build self-confidence Successful Ask for feedback
Provide wise counsel Mentoring
Are open minded
Teach by example
Are willing to change
Act as role model
Are proactive
Share experiences
Offer encouragement
Training
On The Job Training Methods
Job rotation: This kind of training involves the movement of trainee from
one job to another.
Merits Demerits
Improves participant’s job skills, job satisfaction Increased workload for participants
Provides valuable opportunities to network within Constant job change may produce
the organisation stress and anxiety
Offers faster promotions and higher salaries to Mere multiplication of duties do not
quick learners enrich the life of a trainee
trainees commit mistakes, handle tasks
less optimally
Training
Off The Job Training Methods
Vestibule training: It occurs off the job on equipment or methods that
are highly similar to those used on the job.
Training
Phase 4: Evaluating the Training Program
• Participant Reactions
The simplest and most common approach to training
evaluation is assessing trainees.
Potential questions might include the following:
– What were your learning goals for this program?
– Did you achieve them?
– Did you like this program?
– Would you recommend it to others who have similar
learning goals?
– What suggestions do you have for improving the program?
– Should the organization continue to offer it?
Criterion 2: Learning
• Transfer of Training
Effective application of principles learned to what is
required on the job.
• Maximizing the Transfer of Training
1. Feature identical elements
2. Focus on general principles
3. Establish a climate for transfer.
4. Give employees transfer strategies
Criterion 3: Behavior (cont.)
• Return on Investment
Viewing training in terms of the extent to which it
provides knowledge and skills that create a competitive
advantage and a culture that is ready for continuous
change.
ROI = Results/Training Costs
– If the ROI ratio is >1, the benefits of the training
exceed the cost of the program
– If the ROI ratio is <1, the costs of the training
exceed the benefits.
Criterion 4: Results (cont.)
• Benchmarking
The process of measuring one’s own services and
practices against the recognized leaders in order to
identify areas for improvement.
– Training activity: How much training is occurring?
– Training results: Do training and development achieve
their goals?
– Training efficiency: Are resources utilized in the pursuit of
this mission?
Criterion 4: Results (cont.)