T&d
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The document compares training and development. Training aims to improve current job performance through imparting technical skills, while development focuses on acquiring skills for future roles through broad, managerial training. Examples of each are provided. The importance, purpose, process, methods, benefits and types of training and development are also outlined.
T&d
- 2. Key terms • Development: the growth or realisation of a person's ability and potential through the provision of learning and educational experiences. • Training: The planned & systematic modification of behaviour through learning events, programmes, and instruction which enable individuals to achieve the levels of knowledge, skills and competence to carry out their work effectively. • Learning: Learning is relatively permanent changes in behaviour that occurs as a result of practice or experience. • Education: The development of Knowledge, values and understanding required in all aspects of life rather than the knowledge and skills relating to particular areas of activity.
- 3. • Training – refers to a planned effort by a company to facilitate employees’ learning of job- related competencies • The goal of training is for employees to: – master the knowledge, skill, and behaviors emphasized in training programs, and – apply them to their day-to-day activities
- 4. Training & Development comparison Training • Process bringing about relatively permanent change in employee skills, knowledge, attitude, or behaviour to improve their performance on current job • Imparts technical skills • Focus on small number of Tech. skills specific to current job • Directed towards non management personnel • Present focus short term • Activity designed to manage an existing performance problem Development • Process designed to impart learning experience in order to help employees acquire skills and competencies for future responsibilities / intended job • Impart managerial skills • Focus on broad range of skills applicable more generally across different situations • Directed towards managerial personnel • future focussed , long term perspective • Activity designed to be a continuous process
- 5. Training & Development Some examples Training • Training on newly introduced soft ware • Training on wastage reduction • Training on new machinery • Training programme for newly implemented / changed business process • Training program for reducing absentism • Training on presentation skills to sales man Development • Program on improving decisional making skills • Programme on Improving analytical skills • Workshop on improving interpersonal effectiveness • Out bond training program on conflict management and problem solving • Participation in work shops and seminars • Workshop on culture and change management.
- 6. Importance of training – Global competition and flatter organizational structures require multi-skilled employees( mergers & acquisitions) – Focus on life-long learning – Diverse employees with varying cultural values – Developments in information technology require new skills and training strategies – Increased motivation – Individual goals equating with those of the organisation – Employee mobility – Restructuring – Work redesign – Social benefits – Newly acquired skills for future use
- 7. Purpose of Training & Development • Performance improvement • Updating skills • Solving problems • New employee orientation • Preparation for promotion • Opportunities for personal growth
- 8. Training and Performance • Emphasis on high-leverage training has been accompanied by a movement to link training to performance improvement • Training is used to improve employee performance • This leads to improved business results • Providing educational opportunities for all employees • An on-going process of performance improvement that is directly measurable – not one-time training events • The need to demonstrate the benefits of training – to executives, managers, and trainees
- 9. • Updating skills – Fast technological advancements – Short-lived technologies – To prevent obsolesce – Meeting environmental and business challenges • Solving problems – Scheduling – Inventorying – High Wastage – Absenteeism – Employee turnover
- 10. • New employee orientation – Socialization of new employees – Introduce them to vision, mission, value snad culture of the organisaion – Make them familiar with policies, rules regulations, procedures – Acquainting them with machinery and tools they have to work with • Preparation for promotion – Training for movement in organisaitonal hierarchy – Succession planning
- 11. • Opportunities for personal growth – Realization of potential – Enhancing employability and market value – Better career and growth opportunities
- 12. Benefits of Training & Development Organisational Benefits • Increase human capital of organisation • Increased efficiency and profitability • Enhanced productivity • Reduced employee turnover( voluntary) • Reduced involuntary turnovers ( termination due to skill deficiency) • Makes employee more accountable as they gain knowledge and skills Employee benefits • Improved performance • Increased in employability( As skilled workers are seen as more attractive by competitors) • Enhanced motivation & morale • Job become more rewarding & satisfying • Opportunity for upward mobility in the firm •Customer benefits Better quality of product and services
- 13. BENEFITS OF T&D TO ORGANISATIONS • Provision of trained human resources • Improvements of existing skills • Increased employee knowledge • Improved job performance • Improved customer service • Greater staff commitment • Increased value of the organisation's human assets • The personal development of employees
- 14. T & D Process Organiosational goals and objectives Training need analysis •Organisational Analysis •Job/task analysis •Person analysis Gap between skills required and skills available Need for T & D Programme design & development •Training goals and objectives •Selection of trainee •Selection of trainer •Selection of Method Implementation Evaluation of T&D: Reaction, Learning , Behaviour Result Other action required ( Hiring , job redesign etc. Selection of trainees Criteria for evaluation Monitoring progress
- 15. Training need analysis Organisational analysis: • Examination of environment ,strategies, organisational goals, resources of orgn., performance data, personnel inventories – To determine where the training emphasis should be placed in the organisation. Job Analysis: • Analysis of job description and job specification to determine the content of the training programme to ensure that the trainee perform well on job. ( competencies required) Person Analysis: • To determine which employee needs training and which do not
- 17. Types of training • Classification based on method used • Content • Skills imparted • Employee involved
- 18. Methods of training On the job training method • Employee is placed in the real work situation • Employee learn through actual practice and experience • Experienced employee or supervisor demonstrate the job and teaches the trick of trade • Employee learn by doing job. Off the job methods • Employee learn by listening or by observing others in a learning situation away from work • Conceptual knowledge and certain skills are learned in this way • This method supplements the experience gained through on the job training
- 19. T&D Methods On the job methods Off the job methods Training methods •Apprenticeship •Job instruction Development methods •Coaching/ understudy •Job rotation •Special committee Assignment Internship Training methods •Class room instructions •Lectures •Seminars& conferences •Programmed instruction •Audio visuals Development methods •Simulation •Case study •Role-play •Management games •Management games
- 20. Training Techniques On-the-jobOn-the-job Off-the-jobOff-the-job • Job rotation • Apprenticeships • Coaching • Mentoring • Delegation by supervisor • Work shadowing • Lectures & videos • Vestibule training • Role-playing/Cases • Simulation • Self-Study & Programmed • Computer-based (CBT) • Virtual reality • Internet/Web- based/Intranet • Video-conferencing
- 21. On the job training advantages and disadvantages Advantages • Generally most cost- effective • employees are actually productive • opportunity to learn whilst doing • Training alongside real colleagues Disadvantages • Quality depends on ability of trainer and time available • Bad habits might be passed on • Learning environment may not be conducive Potential disruption to production
- 22. Off the job training advantages and disadvantages Advantages • range of skills or qualifications can be obtained • Can learn from outside specialists or experts • Employees can be more confident when starting job Disadvantages • More expensive – e.g. transport and accommodation • Lost working time and potential output from employee • New employees may still need some induction training • Employees now have new skills/qualifications and may leave for better jobs
- 23. On-the-job of TrainingOn-the-job of Training • Apprentice ship: – Trainee work under close supervision of an expert or experienced person – Suitable and conducted for technical trade where proficiency results after fairly longer training on the job – Trainee earn stipend – learning on Both theoretical and practical aspects of job • Job Instruction: – Experience employee teaches the job to new employee in a step by step manner – Preparation of the learner – Presentation of skills or knowledge – Performance try out by learner – Follow-up by trainer to assess learning
- 24. On-the-job Development MethodsOn-the-job Development Methods Coaching: • Trainee works directly with person he/ she has to replace. • Responsibilities are shifted gradually i.e. trainee perform some part and trainer perform remaining and gradually trainee perform major part and trainer perform minor part • In this process learns the complexities / details of the job • The superior points out the mistakes & gives suggestions for improvement. Job Rotation: • Individual is rotated moved through on various jobs in same department • It broaden their understanding of different aspect of business and department as well. • It involve horizontal movement of employees • It is usually used to prepare employees for assuming greater responsibilities after promotion • Work for preparing a varied jobs and developing multi skill employees.
- 25. Internship • Students perusing technical course in collage are give an opportunity to have knowledge of real life work situations • Students are paid stipend during internship • Help to get the project or work done at lower cost and also giving hands on exposure to students Special committee / assignments • Trainee is assigned to a committee constituted for a special task and perform various tasks as task force member. • Trainee learn by being directly working on a problem or working on task and also by observing others closely • It allows employee to share in decision making • Allows employee grow comprehensively On-the-job Development Methods contd.On-the-job Development Methods contd.
- 26. Off-the-job Training & Development MethodsOff-the-job Training & Development Methods Case study method: A developmental method in which manager is presented with a written description of an organisational problem/ situation to diagnose and solve Management games: developmental technique in which team of managers compete with one another by making an object / completing a task Role playing: A training technique in which trainee act out the part of people in a realistic management solution. Behaviour modeling: A training technique in which trainees are first shown good management technique in a film then asked to play roles in a simulated situation and are ten given fed back praised by their superior
- 27. Off-the-job Training & Development Methods contd.Off-the-job Training & Development Methods contd. Lecture: • traditional form of instruction or transfer of knowledge suitable for imparting conceptual knowledge Seminars and conferences: • like lectures seminars and conferences bring group of people together for training and development • These provide vehicle for communication of ideas and procedures and for debate and discussion on relevant issues In basket: • The trainee is given a material that include items from a manager’s typical work day( email , mails memo, report from senior) • Trainee has to take decision on each of item in in basket in limited period of time • Trainee is given feed back
- 28. Off-the-job Training & Development Methods contd.Off-the-job Training & Development Methods contd. Simulation • A technique which duplicate, as nearly as possible , the actual work situation/ condition encountered on job • This technique is used where the actual condition involve enormous risk and hazard to life of job holder or to the equipment work on • Frequently used for training Astronauts, pilots, locomotive drivers, etc. Vestibule training: • This method attempts to duplicate on the job situation in a company. This method include both theoretical as well as practical training • Theoretical knowledge is given in classroom situated in company and practical training on closely located equipment or production line • This methods is effective as Trainee is not under pressure of performing • Useful to train semi skilled personnel
- 29. Off-the-job Training & Development Methods contdOff-the-job Training & Development Methods contd.. Sensitivity or ‘T’ group training: • Sensitivity training is a group experience designed to provide maximum possible opportunity for individuals to expose their behaviour, give and receive feedback, experiment with new behaviour, develop awareness of self and others • It attempts to improve human sensitivity and awareness, • Improve quality and participation in human affairs Grid Training • This is originally known for developing leadership quality and skills • Grid represent possible leadership styles • Each style is combination of two basic orientation i.e A. concern for people and B. Concern for production
- 30. Induction Training • It involves introducing a new employee to its work environment. Usually, it includes • introduction to colleagues, • explaining the firm’s activities, • procedures followed in the organisation, • explaining the organisational structure, • place of working etc.
- 31. Functional training • In the core function area – Production – Quality – Marketing – Finance
- 32. Soft skill training • is a term often associated with a person's "EQ" (Emotional Intelligence Quotient), the cluster of personality traits, social graces, communication, language, personal habits, friendliness, and optimism that characterize relationships with other people Soft skills complement hard skills which are the occupational requirements of a job and many other activities. They are related to feelings, emotions, insights and (some would say) an 'inner knowing': i.e. they provide an important complement to 'hard skills' and IQ.
- 35. Evaluation criteria Reaction: • To assess trainees degree of satisfaction with – Trainer – Subject matter and content – Training environment • To have insight into the aspects of program they found useful as well aspect need to be changed – Method – Content coverage of certain topics Learning: • Trainees level of understanding before and after training to determine gain in knowledge • To assess the degree to which trainees has acquired new skills knowledge and competencies
- 36. Evaluation criteria Behaviour: • Degree to which training has resulted in his on the job behaviour resulting in changed / improved job performance • Purpose is comparison of employees behaviour before and after training to determine the impact of the training. • Assess transfer or application of knowledge in job behaviour. Results: • Seeks to asses the impact of training on the performance of the organisation. – profitability – Productivity – Sales volumes – Balance scorecard