Training

The process of providing

employees with specific skills or
helping them correct deficiencies
in their performance.
 Development

An effort to provide employees

with the abilities the
organization will need in the
future.
 Training versus
Development
Training Development

Focus Current job Current and future jobs

Scope Individual employees Work group organization
Time Frame Immediate Long term
Goal Fix current skill deficit Prepare for future work
demands
 Objectives of Training
 To prevent obsolescence.
 To impart the new entrants the basic
knowledge & skill they need for an
intelligent performance of definite job.
 To prepare employees for higher level
tasks.
 To build up a second line of competent
officers & prepares them to occupy more
responsible position.
 To ensure economical output of required
quality.
Challenges in Training
 Is training the solution to the
problem?
 Are the goals of training clear and
realistic?
 Is training a good investment?
 Will the training work?
 The Training Process

Needs Assessment Phase Development and Conduct

•Organization Needs of Training
•Task Needs •Location
•Person Needs •Presentation
•Type

Evaluation
 Training Methods

On the Job training: Under this method, the

individual is placed on a regular job & taught
the skills necessary to perform that job. The
trainee learns under the supervision of &
guidance of a qualified instructor.
Off the Job training: Under this method, trainee
is separated from the job situation and his
attention is focused upon learning which is
related to his job performance.
 Training Methods
On the Job Method Off the Job Methods
 Job rotation  Vestibule/ Simulation
training
 Coaching  Role playing
 Job Instruction  Lecture methods
Committee Conference
Assignment Case study

Training through step  Programmed Instruction

by step
In basket Method
Guidelines for Using On-the-Job Training
Managers Should Select OJT When:
 Participatory learning is essential.
 One-on-one training is necessary.
 Five or fewer employees need training.
 Taking employees out of the work environment for training is not
cost-effective.
 Classroom instruction is not appropriate.
 Equipment and safety restrictions make other training methods
ineffective.
 Frequent changes in standard operation procedures allow minimal
time for retraining.
 Work in progress cannot be interrupted.
 The task for which the training is designed is infrequently
performed.
 Immediate changes are necessary to meet new safety requirements.
Guidelines for Using On-the-Job
Training (cont.)
Managers Should Select OJT When:
 A defined proficiency level or an individual
performance test is required for certification or
qualification.
What OJT Should Cover:
 Large or secured equipment.
 Delicate or calibrated instruments.
 Tools and equipment components of a complex
system.
 Delicate or dangerous procedures.
 Classified information retained in a secured area.
 Off the Job Training :

Benefits Drawbacks
More cost-effective Many programs do not
than classroom assess employees’
training progress so managers
Time efficient cannot measure the
employee’s skill level.
Targeted at crucial
skills Many programs lack a
Allows employees to feedback mechanism to
progress at their own help employees determine
pace how much they’ve learned.
Doesn’t hamper
productivity
 Principles of Training
 Motivation
 Progress Information
 Reinforcement
 Practice
 Full Vs part
 Individual Differences.
 Areas of Training
 Skills Training
 Retraining
 Cross-functional training
 Team training
 Creativity training
 Diversity training
 Crisis training
 Customer service training
 Leadership training