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Training and Strategy

Training enhances individual and

organizational performance

Training facilitates employee retention andprogression

Training enables strategy implementation

Training may be needed for newtechnologies

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The main objectives of training are:

Improving employee Performance: when an

employee is recruited by an organization, he might not

have all the skills required to carry out his job. Training

at this stage helps him learn his job faster and ensuresbetter performance.

Updating Employee skills: It is important for themanagement to continuously evaluate and adopt any

technological advances that can help the organization

function more effectively and efficiently.

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Avoiding managerial Obsolescence: managerial

obsolescence is the failure to adopt new methods andprocesses that can improve employee and

organizational performance. Rapid changes in

technical, legal and social environments have an impact

on the way managers perform their jobs.

Preparing for promotion and managerial succession:

Training helps an employee acquire the skills required

to assume greater responsibilities

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Retaining and motivating Employees: Oneway tomotivate and retain employees is through a

systematic program of career planning and

development. Employees feel cared.

Creating an Efficient and Effective Organization: Amanager who has well training and well equipped

employees needs to spend less time supervising

them.

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The Instructional Systems

Design Model

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Gathering Data

Search of existing records

Individual interviews

Group interviews Questionnaires

Performance tests

Written tests

Assessment centers

Observation Collection of critical incidents

Job analysis

Task Analysis

Methods of Needs Assessment

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Organizational Analysis Level of

Needs Assessment Is the training consistent with the

organizations goals, strategy, and

culture?

Will employees be able to transfer trained

skills to their jobs?

How will training impact other units? Which training program has priority?

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Job and Task Analysis Level of

Needs Assessment What tasks must be performed?

What knowledge, skills, and abilities are

required to do these tasks?

Which tasks must be trained, when, and

where?

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Individual Analysis Level of

Needs Assessment Who needs to be trained?

What do these people already know about

job tasks? What is their level of basic skills?

How varied are the trainees?

How motivated are the trainees?

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Specifying Behavioral

Objectives What will the trainee be able to do at the

end of training?

Under what conditions? How well?

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Stages of Learning Consistent

Tasks Declarative Knowledge

Learning What

High demands on memory and attention

Slow and error prone performance Knowledge Compilation

Learning how to put it together

Procedural Knowledge or Automaticity

Attention to spare

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Preconditions for Learning

Trainee Readiness prerequisite experience or background

required basic skills

Trainee Motivation choice to attend

training is relevant to career goals

self-set goals for training performance enhanced self-efficacy expectations

persuasion, modelling, enactive mastery

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Conditions of Practice

ACTIVE practice!

Overlearning to enhance retention, transfer, and

performance under stress

Whole Learning for simple tasks or highly interdependenttask sequences

Part Learning for complex tasks with many steps

Distributed practice often provides better retention andless fatigue than Massed practice

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Overcoming Interference

Interference occurs when a familiar stimulus

must call forth a different response.

Example: learning to stop when you see a

red traffic light.

Provide lots of practice, explain why to stop

is now correct and move is now incorrect

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Transfer of Training to the Job

Maximize similarity of training and job settings

Teach principles underlying the behavior

Lots of practice in many scenarios

Enhance end-of-training self-efficacy

Action planning, relapse prevention

Provide opportunities to perform trained behaviors on the

job Job aids and reminders

Supervisor support for training

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Adult Learning Principles

Adults have relevant experience that must be

drawn upon

Adults may want to take responsibility for their

learning

Adults are problem centered rather than subject

centered

Therefore, training should be practical, active,

interactive, and somewhat self-directed

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Area of Training:

Some major areas where employees are normally

trained in an organization.

Company policies and procedures :- Understanding

company policies and procedures is important for any

employee of the organization. An employee should

acquaint himself with the organizations rules,

Practices, processes and procedure.

Skillbased training: employees should be provided

training to match the skill requirements of the job they

perform.

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Human Relations Training: It is important for employees

to know how to manage their professional relationships.

Human resource training is essential to improve theemployees skills in the area of self-learning,

interpersonal skills, group dynamics, perception,

leadership styles, motivation, disciplinary procedures,

grievance redressal etc.

Problem solving training: Training in problem-solving

skills equips an employee to deal successfully with the

problems he is facing.

Management and supervisory training: This type oftraining is essential for the employee who perform

managerial & supervisory functions as they move ahead

in their career paths to assume positions of increasing

responsibility.

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Importance of learning:

Process of developing new knowledge skills, attitudes and

values through participation in formally organized learning

situations and social interaction.

Motivation: employee usually resist participating in training

sessions as they either do not understand the benefits of

training or are not convinced about its effectiveness.

Organization should motivate people to understand what is

the benefits of training. Why they need to improve their

performance?

Participation: Active participation of the employees in a

training program ensures it success. Employee learn better

through direct experience. Training methods like, on-the-job

training is more effective then class room teaching.

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Feedback: feedback on employee performance after

the training also enable the employee to adopt and

employ the newly acquired knowledge & skills.

Repetition: Continuous practice during training and

development helps in better learning.

Application: Training loses its meaning if the learning

is not applicable at work.

Methods of Training

On the job training:

Its a real job environment where the trainee is exposedto an actual work situations.The major advantage of

this method is that the trainee will get hands-on

experience.

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Job instruction training:- In this method trainee can

discuss his problems in performing the job

immediately with the trainer.

Apprenticeship & coaching:. Individuals seeking

to enter skilled trades, like those of carpenters,

electricians etc,are required to go through formal

apprenticeship under experienced employees,before they join their regular jobs.

Job rotation: This is a training method where the

trainee is placed on various jobs across different

functions in the organization.the trainee gains cross-functional knowledge and is equipped to take up

different jobs.

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Committee assignments: Under the committee

assignment method, a group of employees are given

an actual organizational problem and are asked to

find solution. The trainees develop their team-

management skills, interpersonal skills,

communication skills, problem-solving skills and

leadership skills while solving the problem as a group.

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Off the job Training:

Off-the job training refers to training imparted away

from the employees immediate work area.

When training is performed on the job, any mistakeby the trainee might result in damage to the

organization.

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Classroom lectures: Thisapproach is widely usedfor helping the employees. The trainer should

actively involve the trainees and make the session

more interactive.

Simulation Exercises (artificial work)

a) Case exercises

b) Experiential Exercise

c) Computer modeling

d) Vestibule training

e) Role playing

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Concept of management Development

Management Development related to the development

and growth of the employees in an organization through

a systematic process.

This development is future-oriented and prepares

managers for a career of valuable contribution to the

organization.

It is concerned with the learning and development of the

employees.

It helps in the development of the intellectual,

managerial and people management skills of managers.It trains managers to understand and analyze different

situations, and to arrive at implement the correct

solutions.

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Objectives of Management Development

The main objectives of management development programs

are :

1. Improving the performance of the managers

2. Enabling the senior managers to have an overall

perspective about the organization and also equippingthem with the necessary skills to handle with various

situation.

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Management Development: How

Managers Learn

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Management Development

Systems Should feature on the job challenges and

mentoring as well as classroom programs

Commonly include an Action Learning

Project

Should be closely tied to business needs

Are often based on competency models

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New Employee Orientation

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Management Development Methods:-

On-the-job Development Methods

Coaching: Coaching involves one manager

playing an active role in guiding another manager.Coach /trainer teaches the trainee what to do, how

to do it, and rectifies any mistakes committed by

the trainee.

Job rotation: Job rotation play an important role in

developing the skill set of a manager.

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Understudy Assignments: In this method of

development, a senior manager selects and trains

a trainee manager from among his/her

subordinates, who at a future time will be capable

of handling the senior managers responsibilities.

Multiple Management: This technique enables

junior managers to participate in board and

committee meetings, which are normally attended

only by senior and top level managers.

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Off-the-job Development Methods

Simulation exercises :-The popularly used

simulation exercises are:

a) Case Studyb) Business Games

c) Role Playing

d) Incident Method

e) In-basket Method

Sensitivity training:- Sensitivity training orLaboratory training is a method which help tochange the behavior through unstructured group

interaction.

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Transactional analysis:- This is a theory of personalityand provided an approach for defining and analyzing theinteraction between people.

The basic theory behind transactional analysis is that anindividuals personality comprises of three ego states,namely, the parent, the child and the adult ego states.

The parent ego state is characterized by a feeling ofsuperiority and authority. A person in the parent ego state

is dominating and authority.The child ego state includes all those impulses that arecommon in an infant. A person in the child ego state iseither obedient or manipulative, charming at one point oftime and repulsive at another.

The adult ego state is objective and rational. In the adultstate, actions like processing of data, estimating ofprobabilities or alternatives and making decision are donesystematically and logically.

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Conferences: A meeting of people to discuss a topic

of common interest is referred to as a conference.

Lectures:A lecture is the simplest technique of

presenting and explaining a series of facts, principles

and concepts.

D ti ti b t t i i d d l t

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Destination between training and development

Training Development

1. It describe the acquisition oftechnical knowledge and skills.

1. Activities that designed toimprove the skills of managers.

2. Training helps employee toimprove their performance.

2. Grooms them to handle futureresponsibilities.

3. Its generally concentrate on alimited no. of technical skills.

3. Focus on a broad range of skills.

4. Mainly focus on managerial andtechnical skills like: planning,organizing, leading communicatingmotivating & decision making.

4. Wide variety of interpersonalskills.

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Four

Levels ofTraining

Evaluation

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Utility of Training Programs

Assess total value of benefits from training:

How much better are trained employees than

they were before training?

What is the value of this improvement perperson, per year?

What is the life of the trained skills?

How many people were trained?

Subtract costs of delivering training

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Evaluation of the training programme

Setting

Evaluation

Criteria

Prior

to training

Assessing

theknowledge

Trained or

developed

workers

Assessing

After

Training

Transfer

to the

job

Follow-up

studies