Training & Development

Give a man a fish, he will eat it Train a man to fish, he will feed his family

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Learning Objective
Explain learning & principles of learning Define training & Development Determining Training and Development Needs Setting Up a Training and Development System Evaluating Training and Development Lacunas in training

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Training
Current job Individuals Immediate Fix skill deficit

Development
Current / Future jobs Individuals or groups Long term Future demands

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Training
The process of providing employees with specific skills or correcting deficiencies in their performance.

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Training
Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his/her ability to perform on the job.

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learning
Theories that have dominated the learning research Cognitive view: An individuals purposes or intentions direct his/her actions. Environmental perspective: The individual is acted upon & his/her behavior is a function of its external characteristic Recent approach Social-learning theory: It blends both cognitive & environmental theories. As per it learning is a continuous interaction between the individual & the particular social environment in which she/he functions.
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Social-learning theory
The influence of models is central to the social-learning view point. Four processes have been found to determine the influence a model would have on an individual: Attentional processes

Retention processes Motor reproduction processes

Reinforcement processes

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Kolb Experiential Learning Cycle

Concrete Experience

Active Experimentation

LEARNING CYCLE

Reflective Observation

Abstract Conceptualisation
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Principles of learning
Motivation Knowledge of result Reinforcement Practice Transfer of learning Meaningfulness of material Schedules of learning Learning curve

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Learning Curve
--Fatigue

Plateau ---------Initial spurt Organization of learning Disorganization of learning End spurt

time
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Training Challenges
  

Who needs training? When is training necessary? What makes training programs effective? What are costs and benefits of computer-based training? How are training outcomes measured?

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Training & Development

Stakeholders of training
 Individual  Organization

Purposes of training
 Bridging skill gaps for existing role  Developing new skills / capabilities  As a vehicle for managing change
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Partnership Perspective
Cooperate Support Train

Managers

Identify Accept Participate

Employees

HR Professionals

Assist Communicate Train

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Training Process

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Sources of Training Needs Assessment

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Determining Training and Development Needs

Organization Needs

Job Needs

Person Needs Demographic Needs

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Organizational Needs Analysis




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Assess short-and longterm strategic objectives Analyze:  Human resource needs  Training climate  Resources and constraints Clearly state T and D objectives

Job Needs Analysis



Identify specific skills, knowledge and behavior needed in present or future jobs Use job analysis with competency modeling

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Person Needs Analysis



   
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Identify the gap between current capabilities and those that are necessary or desirable using: Output measures Self-assessed training needs Career planning discussions Attitude surveys

Demographic Needs Analysis



Determine needs of specific populations of workers May be used to determine if all are given equal access to growth experiences and developmental challenges

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Developing Program Content

Affective Outcomes Program Content Cognitive Knowledge

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Skill-Based Outcomes

Cognitive Knowledge


Includes:  Information people have (what they know)  The way people organize information  Strategies for using information Most training addresses what people know.

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Training for Skills

  

Skills demonstrated by behaviors Learning involves practicing desired behaviors For example:  Technical skills  Motor skills  Communication skills  Leadership Skills

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Training for Affective Outcomes

Objective Is to Change  Motivation  Attitudes  Values  Example of Objectives  Build team spirit  Enhance self-confidence self Build emotional intelligence (self(selfawareness, self-management, social self6/17/2011 awareness, relationship management)


Training & Development

Types of training
      

Induction / orientation training On-the-job Off-the-job Functional / Technical training Supervisory / Management Development / Behavioral IT related training Executive Management Education

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On the Job Training

Job instruction training Apprenticeship training Internships and assistantships Job rotation and developmental job assignments Supervisory assistance and mentoring Coaching
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Components of a Developmental Job

Unfamiliar responsibilities Responsibility for creating change High levels of responsibility Boundary-spanning requirements Dealing with diversity
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On-Site, but Not On the Job Training

Programmed instruction on intranet or internet Videos and CDs
Interactive video training: Combines programmed instruction with video

Teleconferencing Corporate Universities and executive education

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Off the Job Training

Formal courses Simulation
Vestibule method: simulates actual job

Assessment centers Role-playing Business board games Sensitivity training Outdoor training

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Choosing the Program Format

Traditional Formats  On-the-job  On-site, but not on-the-job  Off the job  E-Learning  New technology allows integration of multiple learning methods  Includes teleconferencing, multimedia, computer-based learning 6/17/2011 Can speed communication and cut costs 


Lacunas in training
   

Information overload Unrealistic goal Alienation Linkage failure

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Balancing Costs and Benefits of Training

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Evaluation of Training
Evaluation can be conducted at a number of levels (Kirkpatrick)
Reaction Learning Behaviour Results

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T & D Infrastructure at Indian Oil

An academy company
21 training centers including three apex institutions

Three apex institutions

Corporate Level IndianOil Institute of Petroleum Management (IIPM) at Gurgaon Divisional Level Indian Oil Management Academy (IMA) at Haldia(Refineries& Pipelines) Indian Oil Management Center for Learning (IMCL) 6/17/2011 at Mumbai (Marketing)

T & D Policy of an Oil Company

Objectives: The objective of Oils T & D policy are to:
Develop employee skills and competencies and improve performance Develop people to take on higher responsibilities Reduce the learning time for employees on appointment, transfer or promotion so that they can start being effective in as optimal a time as possible.

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Key Elements
Introduction of a formal structure to enhance the role of the SBU Heads and line managers in T & D .
Training Advisory Committee Unit Training Coordinators Department Training Coordinators

Introduction of curriculum based training Line mangers to own responsibility for ensuring that subordinates receive the required training. More rigorous system for assessing effectiveness of training.

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Assessing Effectiveness of Training.

No. 1 2 Level Immediate feedback Learning Output Participants fill feedback form Test scores before and after showing change in KSA Feedback from the sup & changes in on the job behaviour Comparison of process & business results, before & after the training . Time & Responsibility Immediate Course Coordinators/ T & D Immediately prior to and just after the conduct of the training 3 months after the training collated by T & D cell member 3 to 6 months after the training by HODs/ member of T & D cell.

Behaviour

Results

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Induction Training
The structure of the induction training is as follows:
Month 1- Introduction to the E & P business & *** & orientation covering its different operations through classroom lecturers & field visits including an exploration site, drilling site etc., Month 2- Classroom based executive Development Program covering basics of mgt, managerial skills, personal effectiveness Month 3 Classroom based theoretical training on key area of ***s operation, covering geology, reservoir engineering, production, drilling financial analysis and decision making
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Induction Training
Month 4- 6- Rotational training to G & R, drilling & production. Month 7 onwards- Training in each individuals focus area, including theoretical training as well as on the job training.

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Key Elements
Introduction of e-learning Development of internal trainers Training norms Competency Management Assessment Centers

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Process
The T & D process will have the following stages
Development of an annual training plan & a training calendar Assessment of Individual Training needs Sanction of the specific programs Nomination of individuals Evaluation of training effectiveness
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