1 training and development

TRAINING AND DEVELOPMENT
ProcessofTrainingandDevelopment
ObjectivesandMethodsoftheTraining
Clarifyingtrainingneeds,IndividualmotivationforTraining
Prof. Jayant Isaac / +91-9229156307 / jayantisaac@yahoo.com

DO ORGANIZATIONS NEED TRAINING?
•Theansweris“YES”
•However,wemustknowthepurposeandfunctionsoftrainingbeforewecanuseit.

THE GAP CONCEPT
IntrainingtermsthismeansweneedtodevelopprogramstofilltheGap
Performance/ Results
Time
Expected Curve
Actual Curve
Gap
1,000 Cars
800 Cars
200 Cars

TRAINING NEEDSThe reasons for not making the 1,000 cars:
•Not enough resources
•Poor machines
•Poor staff skills
Astrainingexpertswemustanalyzethesituationtodetermineif:
•Expected result too high
•Target achievable
•Is training the only way to make it happen
•Are there other factors.

NEED FOR TRAINING
•Everyorganizationbigorsmall,productiveornonproductive,economicorsocial,oldornewlyestablishedshouldprovidetrainingtoallemployeesirrespectiveoftheirqualification,skill, suitabilityforthejobetc.
•Trainingisnotsomethingthatisdoneoncetonewemployees; itisusedcontinuouslyineveryrunestablishment.

Classifying Training Needs and Individual
Motivation for training
1.TomatchEmployeeSpecificationswiththejobrequirementsandorganizationalneeds.
2.OrganizationalViabilityandtransformationprocess.
3.TechnologicalAdvances.
4.OrganizationalComplexity.
5.HumanRelations
6.Changeinjobassignments

WHAT IS TRAINING?
•Trainingisasystematicprocessthroughwhichanorganization’shumanresourcesgainknowledgeanddevelopskillsbyinstructionandpracticalactivitiesthatresultinimprovedcorporateperformance.

DEFINITION OF TRAINING
“Training is the organized procedure by which people learn knowledge and/or skill for a definite purpose”.
-------Dale .S. Beach--------

•Flippodefinestrainingastheactofincreasingknowledgeandskillsofanemployeefordoingaparticularjob.
•Hamblin(1974)definestrainingasanyactivitywhichdeliberatelyattemptstoimprovepersonsskillonjobasopposedtoeducationwhichismainlyconcernedwithpersonaldevelopmentandnotrelateddirectlytojob.
•RandallS.Schulerdefinestraininganddevelopmentas“anyattempttoimprovecurrentorfutureemployeeperformancebyincreasinganemployeeabilitytoperformthroughlearning,usuallychangingtheemployeesattitudeorincreasinghisorherskillandknowledge.”

3 REASONS TO CONSIDER CONDUCTING AN INTERNAL NEEDS ANALYSIS
1.Employeeobsolescence/outdated–
•Technicaladvancements,culturalchanges,newsystems,computerization
2.Careerplateaus
•Needforeducationandtrainingprograms
3.EmployeeTurnover
•Developmentplanfornewemployees

IMPORTANCE OF TRAINING
•Maintainsqualifiedproducts/services
•Achieveshighservicestandards
•Providesinformationfornewcomers
•Refreshesmemoryofoldemployees
•Achieveslearningaboutnewthings;technology,productsandservicedelivery
•Reducesmistakes-minimizingcosts
•Opportunityforstafftofeedback/suggestimprovements
•Improvescommunication&relationships-betterteamwork

DIFFERENCES BETWEEN TRAINING, EDUCATION & DEVELOPMENT
•Trainingisshortterm,taskorientedandtargetedonachievingachangeofattitude,skillsandknowledgeinaspecificarea.Itisusuallyjobrelated.
•Educationisalifetimeinvestment.Ittendstobeinitiatedbyapersonintheareaofhis/herinterest
•Developmentisalongterminvestmentinhumanresources.

THE TRAINING PROCEDURE
PREPARING THE INSTRUCTOR
PREPARING THE TRAINEE
GETTING READY TO TEACH
PRESENTING THE OPERATION
CHECK THE TRAINEE’S PERFORMANCE
FOLLOW-UP
STEP-1
STEP-2
STEP-3
STEP-4
STEP-5
STEP-6

OBJECTIVES AND METHODS OF TRAINING
•Thetrainingobjectivesareformulatedinlinewiththecompaniesgoalandobjectives.Themainobjectivesofthetrainingmaybeenumeratedasfollows:
•Totrainemployeesinthecompaniescultureandethos.
•Topreparetheemployeesbothnewlyrecruitedandalreadyemployedtomeetthepresentaswellasthefuturerequirementofthejobandtheorganization.
•Totraintheemployeesinordertoimprovetheworkmethodsandskillssoastoincreasequalityandquantityofoutput.
•Topreventobsolescence.
•Toprepareemployeesforhigherlevelresponsibilities.

OBJECTIVES AND METHODS OF TRAINING
•Toincreasetheefficiencyandeffectivenessofemployeesbyupdatingthemonlatestconceptsandtechniques.
•Tofacilitatesuccessionplanningi.e.tobuildupasecondlineofcompetentemployees
•Tofosterindividualandgroupmoralwithpositiveattitudeandcordialrelations.

TRAINING METHODS
TRAINING METHODS
On-the-job Methods
Off-the-job Methods
-Job Rotation
-Coaching
-Job instruction
-Training through Step-by-step
-Committee Assignments
-Vestibule Training
-Role Playing
-Lecture Methods
-Conference or Discussion
-Programmed Instruction

ON-THE-JOB TRAINING METHODS
•Thistypeoftrainingisalsoknownasjobinstructiontraining,isthemostcommonlyusedmethod.Underthismethod, theindividualwillbeplacedonaregularjobandtaughttheskillsnecessarytoperformthatjob.
•Onthejobtraininginclude:
•JobRotation
•Coaching
•JobInstructionortrainingthroughstep-by–step
•Committeeassignments

•Thistypeoftraininginvolvesthemovementofthetraineefromonejobtoanother.Thetraineereceivesjobknowledgeandgainsexperiencefromitssupervisorortrainerineachofthedifferentjobassignments.
•JobRotationiscommonfortrainingatgeneralmanagementpositions,traineescanalsoberotatedfromjobtojobinworkshopjobs.
•Thismethodgivesanopportunitytothetraineetounderstandtheproblemsofemployeesontheotherjobsandrespectthem.
(1)Job Rotation:

•InCoachingthetraineeisplacedunderaparticularsupervisorfunctionsasacoachinthetrainingtheindividual.
•Thesupervisorprovidesthefeedbacktothetraineeonhisperformanceandalsogivesomesuggestionsforimprovement.
•Atraineesharesthecoachformsomeofhisdutiesanrelieveshimofburden.
•Alimitationofthismethodisoftrainingisthatthetraineemaynothavethefreedomtoexpresshis/herownideas.
(2)Coaching:

•ThismethodisalsoknownasTrainingthroughStep-by-Step.Underthismethodthetrainerexplainsthetraineethewayofdoingthejobs,jobknowledge,andskillsandallowshimtodothejob.
•Thetrainerappraisestheperformanceofthetrainee,providesfeedbackinformationandcorrectsthetraineeasshownbelow
Step-01
Preparetheemployeeforinstruction.Puthimatease.Explainthejob,itsimportance.Gethiminterestinlearningthejob
Step-02
Presentthejobandfollowthebreakdowns
Step-03
HavehimtodothatJob,Encouragehim,Continueituntilyouknowthatheknowsthejob
Step-04
Followthrough,checkfrequently.Ifthelearnerhasnotlearnt,correcthimandteachrepeatedly
(3)Job instruction:

•Underthecommitteeassignmentsgroupoftraineesaregivenandaskedtosolveanactualorganizationalproblem.
•Thetraineessolvetheproblemjointly.
•Itdevelopsteamwork.
(4)Committee Assignments

OFF-THE-JOB TRAINING METHODS
•Underthismethodoftraining,traineeisseparatedfromthejobsituationandhisattentionisfocuseduponlearningthematerialrelatedtohisfuturejobperformance.
•Sincethetraineeisnotdistractedbyjobrequirements,hecanplacehisentireconcentrationonlearningthejobratherthanspendinghistimeinperformingit.
•Thereisanopportunityforfreedomofexpressionfortrainees.
•Off-the-jobTrainingMethodsinclude:
•VestibuleTraining
•RolePlaying
•LectureMethod
•Conferenceordiscussion
•ProgrammedInstruction Prof. Jayant Isaac / +91-9229156307 / jayantisaac@yahoo.com

Thenameitselfsuggest“hallofabuilding”i.e.vestibule,sointhismethod,actualworkisaresimulatedinsideaclassroom.
Materials,filesandequipmentthoseareusedinactualjobperformancearealsousedintraining.
Thistypeoftrainingiscommonlyusedfortrainingpersonnelforclericalandsemi-skilledjobs.
Thedurationofthistrainingrangesfromdaystoafewweeks.
Theorycanberelatedtopracticeinthismethod.
1. Vestibule Training

Itisdefinedasamethodofhumaninteractionthatinvolvesrealisticbehaviorinimaginarysituations.
Thismethodinvolvesaction,doingandpractice.Theparticipantsplaytheroleofcertaincharacters,suchasproductionmanager, mechanicalengineer,superintendentsetc.
Thismethodismostlyusedfordevelopinginterpersonalinteractionsandrelations.
2. Role Playing

Thelectureistraditionalanddirectmethodofinstruction.Theinstructororganizesthematerialandgivesittoagroupoftraineesintheformofatalk.
Tobeeffective,thelecturemustmotivateandcreateinterestamongthetrainees.
Anadvantageofthismethodisthatitisdirectandcanbeusedforalargegroupoftrainees.Thuscostandtimeinvolvedarereduced.
Themajorlimitationoflecturemethodisthatitdoesnotconfirmfortransferoftrainingeffectively
3. Lecture Method

Itisamethodoftrainingtheclerical,professionalandsupervisorypersonnel.
Thismethodinvolvesagroupofpeoplewhoposeideas,examineandsharefacts,ideasanddata,testassumptionsanddrawconclusionsallofwhichcontributetotheimprovementofjobperformance.
Discussionhasdistinctadvantageoverthelecturemethodinthatdiscussioninvolvestwowaycommunicationandhencefeedbackisprovided.
Theparticipantsfeelfreetospeakinsmallgroups.
Thesuccessofthismethoddependsontheleadershipqualitiesofapersonwholeadsthegroup.
4. Conference or discussion:

Thisisaverypopularmethoddevelopedinrecentyears. Thesubjectmethodtobelearnedispresentedinaseriesofcarefullyplannedsequentialunits.
Thisunitsarearrangedfromsimplextomorecomplexlevelsofinstructions.
Thetraineegoesthroughtheseunitsbyansweringquestionsorfillingtheblanks.
Thismethodisexpensiveandtimeconsuming.
5. Programmed Instruction

1 training and development

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