TRAINING AND

DEVELOPMENT
BY BABASAB PATIL

TRAINING & DEVELOPMENT

Training:

It refers to the process of imparting specific skills. - Help workers acquire

skills to perform effectively.

Development:

This refers to the learning opportunities designed to help employees grow.

TRAINING AND DEVELOPMENT DIFFERENTIATED

Training Operatives Current job Skills of an individual One shot deal Scope is on Individual Meet current requirement Job related information Reactive process, result of initiatives taken by the management

Development Managers Current and future job Total personality Ongoing and continuous Scope is on entire group Meet future requirement General knowledge Proactive process, which is result of internal motivation

TRAINING AND EDUCATION DIFFERENTIATED

Training Application

Education Theoretical Orientation

Job Experience

Classroom Concepts
General Concepts Broad Perspective

Specific Tasks

Narrow Perspective

TRAINING VS. EDUCATION

Training Learn a Specific Skill Benefits the Employer Development

o

Oriented towards to individual needs and organizational needs o Aimed towards management people Enable to carry out functions like problem solving, decision making etc

Education Learn Multiple Skills Benefits the Employee

Training allows the employee to learn a specific skill, such as plumbing or carpentry. This in turn, minimizes the amount of time needed to perform the task & costs the employer less money. Education teaches multiple skills to the employee. This helps the employee learn new & more efficient & productive. It also gives the employee new grounds to find a better position &/or get a larger earning. Development provides knowledge and understanding that will enable people to carry out non technical organizational functions

INDIVIDUAL & ORGANIZATIONAL TRAINING PURPOSES

Increases

Workplace Literacy
Orientation

New-Employee Continuing Retirement

Education & Career Development Planning

Increases Workplace Literacy, New-Employee

Orientation, Education & Career Development, Retirement Planning are all parts in Individual &

Organizational Training Purposes. Together they

build a strong foundation to a better work place.

INCREASES WORKPLACE LITERACY

Saves time & money Communications improve Work relationships become stronger

This helps save time and money due to the less rework and scrap that may normally happen otherwise.

Communications in the work place are strengthened & the work relationships grow, causing more productivity in the work place.

NEW-EMPLOYEE ORIENTATION
Reduces time to learn job Increases productiveness All share a common goal Can help increase team-work Meet the needs of organizations

WORK RELATIONSHIPS BECOME STRONGER

Expands employees knowledge & skills

Introducing Cross-Training & Retraining Programs Increasing Job Satisfaction &/or Performances

It is said that it would take the average person six to twelve months to learn their job, but due to orientations this has dropped to less then two months. This also helps with its increases the employees productivity by being able to concentrate more on the job instead of where they stand in the origination. With most orientations sharing a common goal based off of loyal and hard working employees, they are also used to help team-based working skills & helping meet the needs of the organizations

By expanding the employees skills & knowledge of their job &/or job functions can be done through Retraining and Cross-Training programs. This could increase job satisfactions and increase job performances as well.

TRAINING & DEVELOPMENT

In simple terms, Training and Development refer to the imparting of specific skills, abilities and knowledge to an employee.

FEATURES OF TRAINING
Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviors. Focuses attention on the current job, it is job specific and addresses particular performance deficits or problems Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors.

FEATURES OF TRAINING
Continued.. Tends to be more narrowly focused and oriented toward short term performance concerns.

More clearly, training and development may be understood as any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge.

THE NEED FOR TRAINING AND DEVELOPMENT IS DETERMINED BY THE EMPLOYEES PERFORMANCE DEFICIENCY, COMPUTED AS FOLLOWS:

Training and development need = Standard performance Actual performance

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------- - - - - - - - - - - -

Remember, training is not what is ultimately important performance is.

Marc Rosenberg

A SYSTEMATIC APPROACH TO TRAINING

Assessment

Determine training needs Identify training objectives Implementation Select training methods Conduct training Evaluation Compare training outcomes with criteria

TRAINING METHODS & TECHNIQUES

Training at the Job Site Vs. Off-the-Job-Site Training

Training at the job site is training the trainee at the location where the tasks will be performed. Advantages: Realism, transfer of training, less time loss from work

Off-the-job-site Training is training the trainee anywhere else other then where the tasks will be performed. Advantages: more methods can be used, no disruption of operation
Can any one say a disadvantage for either one?

TRAINING AT THE JOB SITE

Job Instruction Vestibule Job Rotation Apprenticeship Mentoring

Job Instruction - a learning method that uses the four steps of tell, show, do, & review. Vestibule - Training done adjacent to the actual work area with the same equipment & tools. Job Rotation - training done by cycling through a variety of jobs or positions Apprenticeship - Lengthy training in a skill or trade that involves a combination of supervised on-thejob work & classroom instruction Mentoring - a formal or informal relationship in which a more experienced worker helps a less experienced worker develop job-&-career-related skills.

OFF-THE-JOB-SITE TRAINING

Non-technology Methods
Lectures Role Playing Behavior Modeling Sensitivity Training Case Studies

Conference Training Incident Method

Outdoor Experiential Training (OET)

Lectures - not the best method to use but can improve just by getting the trainees involved by asking questions. Role Playing - a training method in which the learner practices new ways of interacting. Behavior Modeling - a training method in which the learner watches someone doing an action & then tries to repeat that action. Sensitivity Training - experiential learning of emotional skills & behaviors.

Case Studies - learning on an in-depth analysis of a particular person or situation. Conference Training - a method that involves a group discussion about a specific topic, led by someone with knowledge of that topic

OFF-THE-JOB-SITE TRAINING CONTINUED

Technology-Based Methods
Audiovisual Training Simulation Training

Business Games

Audiovisual Training - the use of multimedia in training presentations. Simulation Training - learning based on practicing skills in a replica of the work situation. Business Games - are uniquely adapted for teaching cognitive skills, such as problem solving, & showing how the parts of an organization interact.

JOB EVALUATION-DEFINITION
Job

evaluation is the process of analyzing and appraising the content of jobs , set in the family of other jobs, so as to put them in a suitably evolved rank-order which can then be utilized for installation of an acceptable wage structure in an organization. It tries to assess jobs , not people. The standards of job evaluation are relative and not absolute. Job evaluations are carried out by groups , not by individuals. Some degree of subjectivity is always present in job evaluation. Job evaluation does not fix pay scales , but merely provides a basis for evaluating a rational wage structure.

TYPES OF JOB EVALUATION

Ranking Classification Points Rating Factor Comparison

Job Evaluation Methods

A. Ranking method: The job ranking method arranges jobs in numerical order on the basis of the importance of the job's duties and responsibilities to the organization. This method, though easy to understand, is highly subjective in nature. B. Classification method: The job classification method slots jobs into . pre established grades. Higher-rated grades demand more responsibilities, tougher working conditions and varied job duties. This method is easy to understand and takes care of all relevant factors affecting the performance of a job. However, it is not easy to write all inclusive descriptions of a grade. Further, the method oversimplifies sharp differences between different jobs and different grades. C. Factor comparison method: In this method, jobs are ranked according to a series of factors such as mental effort, physical effort, skill needed, responsibility, supervisory responsibility, working conditions, etc. pay will be assigned in this method by comparing the weights of the factors required for each job.

Job Evaluation Methods

D. Point method: The point system of job evaluation uses a point scheme based on the compensable job factors of skill, effort, responsibility and working conditions. The more compensable factors a job possesses, the more points are assigned to it. Jobs with higher accumulated points are considered more valuable to the organization. Select key jobs Identify the factors to all identified jobs such as skill, effort, responsibility etc. Divide each major factor into a number of sub factors. Each sub factor is defined and expressed in order of importance. Find the maximum number of points assigned to each job Once the worth of a job in terms of total points is known, the points are converted into money values, keeping the wage rates in mind.

BENEFITS OF JOB EVALUATION

It

offers a systematic procedure for determining the relative worth of jobs. An equitable wage structure is a natural outcome of job evaluation. Helps resolve wage related grievances. It links the pay with the requirements of the job. It points out possibilities of more appropriate use of the plants labor force by indicating jobs that need more or less skilled workers than those who are manning these jobs currently.