50182053-training
TRANSCRIPT
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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