training and development report final

8/8/2019 Training and Development Report Final

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TRAINING AND DEVELOPMENT

Introduction

Every organization needs to have well trained and experienced people to perform the activities thathave to be done. Training is a process of learning a sequence of programmed behaviour. It isapplication of knowledge. It gives people an awareness of the rules and procedures to guide theirbehaviour. It attempts to improve their performance on their current job and prepare them for anintended job. Development is a related process. It covers not only those activities which improve jobperformance, but also which bring about the growth of the personality; help individuals in theprogress towards maturity and actualization of their potential capabilities so that they becomenot only good employees but bet ter men and women. In organizational terms, it is intended toequip person to earn promotions and hold greater responsibility. Training a person for a bigger andhigher job is development. And this may well include not only imparting specific skills andknowledge but also inculcating certain personality and mental attitudes. As the jobs become morecomplex, the importance of employee development also increases. In a rapidly changing society,employee training and development are not only an activity that is desirable but also an activitythat an organization must commit resources to if it is to maintain a viable and knowledgeable workforce.

_Training has played a very important role in helping the corporation to reach the commanding heightsof performance. Any training would be considered to be successful only when the knowledgegained by the participants is transferred to the job performanceTraining is the main function of HR.To enhance the Corporation's growth and keep the Corporation ready to anticipate all types of competition and face it too, there is a need that Human Resource should play more active role foroverall progress of the Corporation.The impact of training programme is to mould the employee sattitude and help them to synergies individual goals with organizational goals. It also helps inreducing dissatisfaction, complaints, absenteeism and labour turnover.

Definition

According to Flippo, Training is the act of increasing knowledge and skills of an employee for doing aparticular job" The major outcome of training is learning. A trainee learns new habits, refined skillsand useful knowledge during their training programme, which helps them to improve theirperformance. Training can also be defined as activities designed to change the behaviour.Anotherway of defining training would be a planned programme designed to improve performance and

bring about measurable changes in knowledge, skills, attitudes and social behaviour of employees.Training imparts the ability to detect and correct error. Further more it provides skills and abilitiesthat may be called on in the future to satisfy organisation s human resources needs.

Management development

Management development is an attempt at improving an individual s managerial effectivenessthrough a planned and deliberate process of learning. For an individual this means a change through


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a process of planned learning. This should be the common and significant aim of developmentfrom the point of view of the trainer and the trainee in an organisational setting. All development is self development. It must be generated within the main himself. Development is highly individual. Thedevelopment of an individual is due to his day to day experience on a job. Hence, emphasisshould be on experiences from day to day work. Any activity designed to improve the performance of

existing managers and to provide for a well planned growth of managers to meet futureorganisational needs is management development.

The change in the individual must take place in those crucial areas which can be considered asoutput variables:

y Knowledge change;y Attitude changey B ehaviour changey Performance changey

End-operational results (the last two changes being the result of the first three changes)

Tr aining Philosophy:

Training constitutes an important component of overall Human Resource Management(HRM) strategy. It is a part of the Human Resource Management efforts of theorganization that enables the employees of the organization to continuously update theirfunctional knowledge and skills in various disciplines.

The employees should be familiar with the latest technological developments,

organizational procedures and system as well as various Management concepts. Anopportunity should, therefore, be provided by the organization to its employees,particularly in management cadre, to attend the management training courses, who in turnscan share their knowledge and experience with the juniors in the organization.

One of the basic philosophies of the training programmes is to bring together participantsof different disciplines from different regions so that they can exchange their workexperience and the problems being encountered, with other participants.

After employees have been selected for various positions in an organization, trainingthem for specific task to which they have been assigned, assumes great importance.Training is an important activity in an organization.

Featu r es of t r aining

y Increase knowledge and skill for doing a job.y B ridge the gap between job needs and employee skills.


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y Job oriented process, vocational in naturey Short-term activity designed especially for operatives.

Obj ectives of Tr aining

The overall training objective is to develop required knowledge, skills and attitudes of our employees so that they can perform more productively and achieve the businessgoals. It is recognized that the employees learn primarily from on-the-job experience.Therefore, in achieving this objective, the primarily contribution is from on-the-jobtraining and supporting contribution from the formal training effort.

1. To impart basic knowledge and skill to new entrants and enable them toperform the job well.

2. To equip employee to meet the changing requirement of the job andorganization.

3. To teach the employees the new technique and ways of performing the jobor operations.

4. To prepare employees for higher level task and build up a second line of competent managers.

Training has always played an important and integral part in furthering many kinds of human learningand development. However, the fact that training can make an important, if not crucial,contribution to organizational effectiveness is only now being recognized fully. Companies,organizations and government are beginning to appreciate the value of adequate, consistent and

long term investment in this function.

Training and Development programmes help remove performance deficiencies in employees. This isparticularly true when

y The deficiency is caused by a lack of ability rather than a lack of motivation to perform.y The individual(s) involved have the aptitude and motivation needed to learn to do the job

better.y S upervisors and peers are supportive of the desired behaviours.

There is greater stability, flexibility and capacity for growth in an organization. Trainingcontributes to employee stability in two ways. Employees become efficient after undergoingtraining. Efficient employees contribute to the growth of the organization. Growth rendersstability to the workforce. Further, trained employees tend to stay with the organization. They seldomleave the company. Training makes the employee versatile in operations. All rounder can betransferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which isreflected in increased profits from year to year. Accidents, scrap and damage to machinery and


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equipment can be avoided or minimized through training. Even dissatisfaction, complaints can bereduced if employees are trained well.

Training is an investment in human resource with a promise of better returns in futures .

A company s training and development pays dividends to the employee and the organization.Though no single training programme yields all the benefits, the organization, which devotes itself totraining and development, enhances its human resource capabilities and strengthens itscompetitive edge. At the same time, the employee s personal and career goals are furthered,generally adding to his abilities and value to the employer.

R ole and Scope of Tr aining

Training has been performing a very important role in helping the Corporation to reach thecommanding heights of performance over the years. The vitality of an organization depends uponits capacity to adapt itself to change. And the current changing environment calls for this the most.

Training plays a vital role in this regard. The primary role of training is to assist the employees in theirpursuit of knowledge and self-actualization, expounding the belief that there are no limits to humanpotential and growth and such potential should get transformed into reality. Any training would beconsidered successful only when the knowledge gained by the participants of various programmesis transferred to their job performance.

All formal training activities conducted by the Training Centres at Head Office and at Regional Offices arein line with the organizational needs. Formal training efforts of the Training Centres are directedtowards supplementing the primary training process which takes place on-the-job.

Need fo r basic pu r poses of t r aining

The need for the training of employees would be clear from the observations made by theauthorities1.

1. To Increase Productivity:

Instruction can help employees increase their level of performance on their present assignment.Increased human performance often directly leads to increased operational productivity andincreased company profit. Again, increased performance and productivity, because of training, aremost evident on the part of new employees who are not yet fully aware of the most efficient andeffective ways of performing the jobs.

2. To Improve Quality:

B etter informed workers are less likely to make operational mistakes. Quality increase may be inrelationship to a company product or service, or in reference to the intangible organisationalemployment atmosphere.


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3. To Help a Company Fulfill its Future Personnel Needs:

Organisations that have a good internal education programme will have to make less drasticmanpower changes and adjustments in the event of sudden personnel alterations. When the needarises, organisational vacancies can more easily be staffed from internal sources if a company

initiates and maintain an adequate instructional programme for both its non-supervisory andmanagerial employees.

4. To Improve Organisational Climate:

An endless chain of positive reactions results from a well planned training programme. Productionand product quality may improve; financial incentives may then be increased, internal promotionsbecome stressed, less supervisory pressure ensure and base pay rate increase result. Increasedmorale may be due to many factors, but one of the most important of these is the current stateof an organisation s educational endeavour.

5. To Improve Health and Safety:

Proper training can help prevent industrial accidents. A safer work environment leads to morestable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors know that they can better themselves through company-designed developmentprogrammes.

6. Obsolescence Prevention:

Training and development programmes foster the initiative and creativity of employees and help toprevent manpower obsolescence, which may be due to age, temperament or motivation, or the

inability of a person to adapt himself to technological changes.

7. Personal Growth:

Employees on a personal basis gain individually from their exposure to educational experiences.Again, Management development programmes seem to give participants a wider awareness, anenlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth possible.

Need fo r t r aining

a) An increased use of technology in production;

b) Labour turnover arising from normal separations due to death or physical incapacity, for accidents,disease, superannuation, voluntary retirement, promotion within the organization and change of occupation or job

c) Need for additional hands to cope with an increased production of goods and services;


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d)Employment of inexperienced, new or badli labour requires detailed instruction for an effectiveperformance of a job.

e) Need for reducing grievances and minimizing accident rates.

f) Need for maintaining the validity of an organization as a whole and raising the morale of itsemployees.

Collectively, these purposes directly relate to and compromise the ultimate purpose of organisational training programmes to enhance overall organisational effectiveness

Impo r tance of t r aining

Training is the corner-stone of sound management, for it makes employees more effective andproductive. It is actively and intimately connected with all the personnel or managerial activities. Itis an integral part of the whole management programme, with all its many activities functionallyinterrelated.There is an ever present need for training men so that new and changed techniquesmay be taken advantage of and improvements affected in the old methods, which are woefullyinefficient.Training is a practical and vital necessity because, apart from the other advantages, itenables employees to develop and rise within the organization, and increase their market value ,earning power and job security. It enables management to resolve sources of friction arising fromparochialism, to bring home to the employees the fact that the management is not divisible. Itmoulds the employees attitudes and helps them to achieve a better co-operation with thecompany and a greater loyalty to it. Training, moreover, heightens the morale of the employees,for its helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a better and economical use of materials and

equipment; therefore, wastage and spoilage are lessened, and the need for constant supervision isreduced.

Tr aining Methods/ T echniques

The forms and types of employee training methods are inter-related. It is difficult, if not impossible, tosay which of the method or combination of methods is more useful than the other. Infact, methodsare multifaceted in scope and dimension, and each is suitable for a particular situation. The besttechnique for one situation may not be best for different groups or tasks. Care must be used inadapting the technique/ method to the learner and the job. An effective training techniquegenerally fulfills this objective;

y Provide motivation to the trainee to improve job performance,y Develop a willingness to change, provide further trainee s active participation in the learning

process.y Provide a knowledge of results about attempts to improve (i.e. feedback), and permit

practice where appropriate


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The various training techniques are as follows:

ON THE-J OB- T RAI NING

Virtually every employee, from the clerk to the president, get On-The- Job Training , when he

joins a firm. It is primarily concerned with developing in an employee s skills and habitsconsistent with the existing practices of an organization, and orienting him with hisimmediate problems. It is mostly given for unskilled and semi-skilled jobs- clerical and sales jobs.Employees are coached and instructed by skilled co-workers, by supervisors, by thespecial training instructors. They learn the job by personal observation and practice aswell as occasionally handling it. He is learning by doing, and it is most useful for jobs thatare either difficult to stimulate or can be learned quickly by watching and doing it.The mainadvantage of on-the-job training is that the trainee learns on the actual equipment in use and inthe true environment of his job. He, therefore, gets a feel of the actual productionconditions and requirements. In this way, a transfer from a training centre or school to theactual production conditions following the training period is allowed. Secondly, it is highlyeconomical since no additional personnel or facilities are required for training. Thirdly, thetrainee learns the rules, regulations procedures by observing their day to day applications.He can, therefore be easily sized up by the management.

VEST IBULE T RAI NING

This method attempts to duplicate on-the-job situations in a company classroom. Its is a classroom training which is often imparted with the help of the equipment and machines which areidentical with those in use in the place of work. This technique enables the trainee toconcentrate on learning the new skills rather than on performing on the actual job. Inother words, it is geared to job duties. Theoretical training is given in the class room,while the practical work in conducted on the production line.It is a very efficient method of training semi-skilled personnel, particularly when many employees have to be trained forthe same kind of work at the same time. It is often used to train clerks, bank tellers,inspectors, machine operators, testers , typists, etc. It is most useful when philosophicconcepts, attitudes, theories and problem solving abilities have to be learned.

Training is generally given in the form of lectures, conferences, case studies, role playingand discussion. The various advantages of vestibule training are:

y As training is given in a separate room, distractions are minimized.y A trained instructor, who knows how to teach, can be more effectively utilized.y The correct method can be taught without interrupting production.y It permits the trainee to practice without the fear of the supervisors/ co-workers

observation and their possible ridicule.


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OF-THE-J OB METH ODS:

Of-the-job training simply means that training is not a part of everyday jobactivity. The actual location may be in the company classroom or in the placeswhich are owned by the company, or in universities or in associations which have

no connection with the company.

This method consists of:1. Lectures2. Conferences3. Group Discussions4. Case S tudies5. Programmed Instructions

1. Lectu r es:

Lectures are regarded as one of the simplest ways of imparting knowledge to thetrainees, esp. when facts, concepts, or principles, attitudes, theories and problems-solving abilities are to be taught. Lectures are formal organized talks by thetraining specialists, the formal superior or other individual specific topics.

The lecture methods can be used for very large groups which are to be trained within ashort time, thus reducing the cost per training. It can be organized rigorously so thatideas and principles relate properly. Lectures are essential when it is a question of imparting technical or special information of a complex nature. They are usuallyenlivened with discussions, film shows, case studies, role-playing anddemonstrations.

In training, the most important uses of lectures include:

y Reducing anxiety about upcoming training programmes or organisationalchanges by explaining their purposes.

y Introducing a subject and presenting an overview of its scope.y Presenting basic material that will provide a common background for

subsequent activities.y Illustrating the application of rules, principles; reviewing, clarifying and

summarizing.y The main advantage of lecture system is that it is simple and efficient and

though it is more materialistic it can be presented within a given time.

2 . Confe r ence method:

In this method, the participating individuals confer to discuss point of commoninterest to each other. A conference is basic to most participative group-centered


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methods of development. It is a formal meeting, conducted in accordance with anorganized plan, in which the leader seeks to develop knowledge and understandingby obtaining an considerable amount of oral participation of the trainees. It laysemphasis on small group discussions, on organized subject matter, and on the activeparticipation of the members involved. Learning is facilitated by building up on

the ideas contributed by the conferees.

The conference is ideally suited for the purpose of analyzing problems and issuesand examining them from different view points. It is an excellent method fordevelopment of conceptual knowledge and for reducing dogmatism and modifyingattitudes because the participants develops solutions and reach conclusions, which theyoften willingly accept.

2. Group discussions:

This is an established method for training. A group discussion is conducted in manyways:

y It may be based on a paper prepared by one or more trainees on asubject selected in consultation with the person incharge of the groupdiscussion. It may be a part of a study or related to theoretical studies orpractical problems. The trainees read their papers, and this is followed bycritical discussion.

y It may be based on the statement made by the person incharge of thegroup discussion or on a document prepared by an expert, who is invited toparticipate in the discussion.

y The person incharge of the group discussion distributes in advance thematerial to be analysed in the form of required readings. The group discussioncompares the reaction of trainees, encourages discussion, defines thegeneral trends and guides the participant to certain conclusions.

3 . Case studies:

The case study is based on the belief that the managerial competence canbest be attained through study, contemplation and discussion of concrete cases.The case is the set of data, written or oral miniature, description and summaryof such data that present issues and problem calling for solutions or action onthe part of trainee. When the trainees are given cases to analyse, they are asked toidentify the problem and recommend tentative solution for it. This method offersto the trainees matter for reflection and brings home to them a sense of complexity of life as oppose to theoretical simplifications of, and practices inthe decision-making process. The case study is primarily useful as a trainingtechnique for supervisors and is specially valuable as the technique of


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developing decision-making skills and for broadening the perspective of thetraining.

4 . Pr og r ammed inst r uction:

Programmed instruction involves a sequence of steps which are often set upthrough the central panel of an electric computer as guides in theperformance of a desired operation or series of operations. It incorporates apre-arranged, proposed, or desired course of proceedings pertaining to thelearning or acquisitions of some specific skills or general knowledge. Aprogrammed instruction involves breaking information down into meaningfulunits and then arranging these in a proper way to form a logical and sequentiallearning programme or package.

Evaluation of t r aining p r og r amme

Objectives of training evaluation is to determine the ability of the participantin the training programme to perform jobs for which they were trained, thespecific nature of training deficiencies, whether the trainees required anyadditional on the job training, and the extent of training not needed for theparticipants to meet the job requirements.

Evaluation of the training programme must be based on the following principles:

y Evaluation specialist must be clear about the goals and purpose of evaluation.

y Evaluation must be continuous.y Evaluation must provide the means and focus for trainers to be able to

appraise themselves, their practices, and their products.y Evaluation must be based on objective methods and standards.y Realistic target dates must be set for each phase of the evaluation

process. A sense of urgency must be developed, but deadlines that areunreasonably high will result in poor evaluation.

There are various approaches to training evaluation. To get a valid measureof training effectiveness, the personnel manager should accuratelyassess trainee s job performance two or four months after completionof training.

training and development report final

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