L & D notes, laerning and development techniques
- 1. Module 1
- 2. Training and Development • Training is a systematic procedure for transferring technical know-how to employees so as to increase their skills for doing a particular job • Development is any learning activity which is directed towards future needs rather than present needs, and which is concerned more with career growth than immediate performance
- 3. Count the no. of triangles 1 2 3 4 5 6
- 4. Draw a circle free hand
- 5. Benefits to organization • Reduced cost • Increased production • Reduction in conflicts • Lower attrition rate and absenteeism • Reduction in supervision cost • Proper utilization of resources • Organization gets equipped with competent employees • Higher profits and overall development of organization • Better inter personal relationship and customer satisfaction
- 6. Benefits to individual • Increase in efficiency & Higher productivity • Higher motivation • Scope for promotion • Higher level of confidence • Increase in KSA • Enhancement in problem solving skills • Higher incentives and salary • Increased capacity to adopt new technologies and methods
- 7. Benefit to society • Increase in standard of living • Better quality products • Economic growth of country
- 8. Need of training • To fill in the performance gaps • The PESTLE effect • Technological advances: • In order to survive in the competitive environment, organizations adopt the latest technology, i.e. automation, mechanization, and computerization. Thus, organizations need to train their employees to adopt to technological changes
- 9. Areas of Training • Depending on the type of business one runs and also the nature and quality of its employees, different areas of training need to be chosen. • Company policies and procedures • Training in specific skills • Human relations training • Quality training • Soft skills training • Safety training
- 10. Difference between Learning & Training • learning centers on acquiring and building non-specific knowledge and skills, training, on the other hand, is concerned with teaching and transferring specific skills into a particular work scenario. • Training is the giving of information and knowledge, through speech, the written word or other methods of demonstration in a manner that instructs the trainee. Learning is the process of absorbing that information in order to increase skills and abilities and make use of it under a variety of contexts. • Learning can be seen as a process while training is more of a specific event
- 11. Characteristics of training • Training is the action of teaching specific knowledge or skills • The objective is to transmit information • Requires passive engagement from the learner • Focused on short-term benefits and immediate needs of the business • Training is usually taught in large groups and is scalable (up to hundreds or thousands of people at once) • The aim of training is specific to an aspect of the individual’s job • The content is repeatable and consistent • You can test the participant’s understanding of the training • Taught from the outside (motivated by others) • Focuses on knowledge, skills, ability, and performance • Suitable for developing essential competencies • The audience typically consists of one expert and a group of people who are less expert and want to learn from that person • Progression is linear (once you master one level, you will go to the next).
- 12. Characteristics of learning • Acquiring and building knowledge or skills • Being able to apply those skills to a variety of contexts • It requires active engagement from the learner • It’s an ongoing process • Long-term focus and future-orientated • Centers on career development • It’s a mutual experience with many interactions (i.e., we are learning together, or we are learning from each other) • Learning is either one to one or in a small group • The aim is to gain conceptual and general knowledge • It’s learner motivated • The audience can consist of people with different experiences and perspectives on the topic, and both can learn and teach • Progression is cyclical
- 13. The Training Process/ Systematic Approach to Training Identifying Training and development need Establishing specific objectives Designing training program Implementing training program Evaluating training program
- 14. Module 2 & 3
- 15. Step 1: Identifying training needs Indicators of training Frequent errors Large staff turnovers Deadlines not being met Conflict among staff New equipment/ systems Complain from staff/ clients
- 16. Step 1: Identifying training needs (TNA) • It is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives.
- 17. Step 1: Identifying training needs (TNA) • Organizational Analysis • Task Analysis • Person/individual analysis
- 18. Method of data collection for TNA • Questionnaire • Performance appraisal • Interviews • 360 Degree Feedback
- 19. Step 2: Objectives of Training • To bring about change in the attitudes of the workers towards fellow workers ,supervisor & the organization. • To build second line of competent officers and prepare them to occupy more responsible positions • To reduce the number of accidents by providing safety training to workers.
- 20. Step 3: Designing Training Program Who are the trainees Who are the trainers Where to conduct training program What method
- 21. Reinforcement for Behavior Modification Reinforcement • the process of encouraging or establishing a belief or pattern of behaviour • Reinforcement is a crucial concept in the process of learning and behavior modification. It involves the use of rewards and punishments to strengthen or weaken specific behaviors • behaviour modification assumes that behaviours can be acquired/ learned and can also be unlearned. Hence if an employee has learned any negative behaviour, it can also be unlearend and new desirable behaviour can be learned.
- 22. Types of reinforcement • there are four possible ways to influence behaviour • Positive Reinforcement • Negative Reinforcement • Punishment • Extinction • positive and negative do not mean good and bad. Instead, positive means you are adding something, and negative means you are taking something away. • Reinforcement means you are increasing a behavior, and punishment means you are decreasing a behavior
- 23. Positive Reinforcement • This occurs when there is a positive consequence linked to the desired behaviour • you provide rewards to encourage certain actions. • When a teacher tells a student they’ve done a great job or when a parent treats their child to ice cream because they’ve kept their room tidy for a whole month. • praising an employee for completing a project ahead of schedule reinforces their diligent work
- 24. • Negative Reinforcement • Negative reinforcement involves the removal of an unpleasant action after a desired behavior. The removal of the unpleasant action serves as a reward, increasing the likelihood of the behavior happening again. • Strengthens and increases behavior by the termination or withdrawal of an undesirable consequences • car manufacturers use the principles of negative reinforcement in their seatbelt systems, which go “beep, beep, beep” until you fasten your seatbelt. The annoying sound stops when you exhibit the desired behavior, increasing the likelihood that you will buckle up in the future • When a child is ready for school on time, his parents stops nagging at him • an employee may work diligently to avoid the constant nagging of their supervisor. • The taking away of nagging strengthens the behaviour of getting ready on time/ working more diligently
- 25. • Punishment • punishment involves adding something in order to decrease the likelihood that a behavior will occur again in the future • Punishment is the reverse of reinforcement for altering the behavior. It is designed to discourage a particular type of behaviour. • Receiving a speeding ticket is also an example of positive punishment, the speeding ticket is intended to decrease the reoccurrence of the related behavior. • For example, reprimanding an employee for arriving late to work discourages tardiness
- 26. • Extinction • Extinction is the removal of positive reinforcement when you no longer wish or need to encourage the behaviour it was originally intended to inspire. • For example, your business might be rewarding new customers with a discount code. But if you then began to struggle to fulfil orders quickly, you would then decide to remove this incentive. • removal of paid overtime outside of busy periods. You no longer wish to encourage longer hours because it could actually have a detrimental effect on the business at this time. • an organization might stop paying overtime to discourage employees from staying late and working too many extra hours. • Child throws temper tantrums & Parents use active ignoring to withdraw all attention • if an employee misbehaves with his colleagues/ shouting to demandsomething , the supervisor ignores his behvaiour . This ignoring will extinguish undesirable behaviour. When learned response is not reinforced it will result in extinction
- 28. Trainee Readiness & Motivation to Learn • Can Readiness & Motivation impact learning? • Two preconditions for learning affect the success of those who are to receive training:readiness and motivation. • Readiness and motivation are psychological states that affect how learners approach and participate in training. • Readiness • refers to the degree to which learners have the necessary prerequisites, such as prior knowledge, skills, attitudes, and resources, to engage in the learning process. • Trainee readiness refers to both maturity and experience factors in the trainee’s background. • Prospective trainees should be screened to determine that they have the background knowledge and the skills necessary to absorb what will be presented to them. •
- 29. • Motivation • refers to the degree to which learners have the interest, desire, and willingness to learn and achieve their learning goals. • for optimum learning to take place, trainees must recognize the need for new knowledge or skills, and they must maintain a desire to learn • Motivation stimulates the trainess to think, concentrate and learn effectively Techniques to motivate the trainees • Show the need for the training • Rewards/ Punishments • Understand their needs • Provide autonomy and choice • Support competence and mastery • Enhance relatedness and connection • Use gamification and fun
- 30. Challenges in becoming a learning Organization • Employee Resistance to Change • Lack of Motivation for Learning & Growth • Short term focus of Business • Key stakeholders aren’t fully bought into building a culture of learning • Lack of Support or resources • Lack of value for learning • Lack of time
- 31. Methods of Training • On the Job Training Is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace • Off the Job Training This requires the trainees learn at a location other than their workplace
- 32. On the Job Advantages Disadvantages It is a relatively cheap form of training as there are no travel costs and training is done by another employee, not as expensive external trainer As the training is usually provided by other employees, it may mean that more people are unavailable to work, lowering productivity levels It can be tailored to the needs of the business, such as using the specific machinery that the business uses It is unlikely to bring new ideas and skills into the business Easy to organise and can be completed at short notice The employee providing the training may be ineffective
- 33. Off the Job Advantages Disadvantages Off-the-job training can bring new ideas into a business It can be expensive As off-the-job training is expensive, employees who receive it may feel more valued by the company and therefore more motivated and loyal Training might not be tailored to the business and the employee is spending time away from the workplace to complete the training The trainer is more likely to provide high quality training, as they will be a skilled expert in this specific area Lost productivity whilst the trainee is away from their role
- 34. On the Job Methods • Job Instruction Training (JIT) • The trainee receives an overview of the job, its purpose and its desired outcomes with a clear focus on the relevance of training. • The trainer demonstrates the job to give the employee a model to copy. The trainer shows a right way to handle the job. • Next, the employee is permitted to copy the trainer’s way. Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job. • Finally, the employee does the job independently without supervision.
- 35. Coaching and mentoring • Coaching is a one-on-one relationship between trainees and supervisors which offers workers continued guidance and feedback on how well they are handling their tasks
- 36. Apprenticeship • system of training a new generation of practitioners of a skill. • The trainees serve as apprentices to experts for long periods. They have to work in direct association with and also under the direct supervision of their masters.
- 37. Job Rotation • Job rotation is the process of training employees by rotating them through series of related tasks. In job rotation, an individual learns several different jobs within a work unit or department. He performs each for a specified time period
- 38. Committee Assignment • A group of trainees are asked to solve a given organizational problem by discussing the problem.
- 39. Off the Job training method • Vestibule training • actual work conditions are simulated in a class room. Material, files and equipment those are used in actual job performance are also used in training. • Theory can be related to practice in this method.
- 40. • Role playing • It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing and practice. • The participants play the role of certain characters, such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foreman, workers and the like. This method is mostly used for developing interpersonal interactions and relations
- 41. • Lecture Methods: • The lecture is a traditional and direct method of instruction. The instructor organises the material and gives it to a group of trainees in the form of a talk.
- 42. • Conference/Discussion Approach: • In this method, the trainer delivers a lecture and involves the trainee in a discussion so that his doubts about the job get clarified. When big organizations use this method, the trainer uses audio-visual aids such as blackboards, mockups and slides; in some cases the lectures are videotaped or audio taped.
- 43. • Case study method: • Usually case study deals with any problem confronted by a business which can be solved by an employee. The trainee is given an opportunity to analyse the case and come out with all possible solutions. This method can enhance analytic and critical thinking of an employee
- 44. • In-basket method: • The in-Basket technique is a way of acquainting workers with their jobs by holding a variety of issues in an in-basket. The worker must assess the issues, which could include feedback from other workers, and interact with them all at the same time. The employee keeps moving the issues he tackles to the “out-basket.” • The trainee is given some details about the task to be performed, such as a brief, roles, and the role’s overall meaning, in this procedure. • The trainee is then given a summary of the resources in the in-basket and instructed to answer them within a certain time frame. • A conversation with the trainer takes place after all of the trainees have completed the in-basket. • In this section, the trainee explains why the choices were made. • The trainer then gives guidance, either supporting good decisions or helping the trainee to expand his or her options for bad decisions
- 45. Traditional Vs Modern Approach to training • The most striking difference between traditional and modern T&D approaches is the personal interaction between the trainer and the trainees. Traditional methods offer a one-to-one correspondence with the trainer and provide ample scope of clearing doubts in person. • Modern techniques are cost-effective and provide training to a large group of trainees regardless of their location. • Traditional methods: JIT, Lecture/ presentation • Modern Methods: online training, gamification
- 46. Internal Vs ExternalTraining • In-house training also known as internal training, is when someone within the organization is doing the teaching. External training is when someone outside the organization comes in to teach or employees are sent off-site to another organization’s training program
- 47. Internal Training Pros • Internal training sessions are easy to set up as you already have everyone and everything that you need. Because of this, it’s also quicker and cheaper to organize. • A senior team member training junior team members can help to build relationships and a team dynamic. • The person conducting the training session may even learn something new from their junior team members. Cons • The longer we work for a company or with a particular person/team, the easier it is to fall into the trap of groupthink. • We’re also more likely to become isolated and stuck in our ways of doing things, which, long-term, can be detrimental. • In the age of technology, every industry is changing rapidly & one must
- 48. External Training • Pros • External training sessions break up groupthink and offer a fresh perspective on how things are done • External training sessions also give teams the chance to learn from industry experts. • They help companies to snap out of their ‘tradition is the only way’ mentality and view things from a new angle • Cons • External training is more expensive than in-house training. • It can also take longer to organize. After all, the best people are busy. • Should you go for the online training option, sessions or courses are often limited to a certain number of slots, or only open for sign-ups a few weeks a year