Training And Development
- 1. Ms. Anubha Rastogi Astt. Prof, Vidya School Of Business 2015-16
- 2. Definition: Orientation is a systematic and planned introduction of employees to their jobs, their co-workers and the organization. It is also called as Induction. Orientation is designed to provide a new employee with the information he/she needs to function comfortably and effectively in the organization. Should be a process, not an event. Communicate pride in the company by giving each new employee an item with the company logo on it. Encourage communication, and a sense of importance, by inviting new employees to have coffee or lunch with the company owner or a senior manager.
- 3. To reduce start up costs (associated with job learning) To reduce anxiety To reduce employee turnover To save time for supervisor & colleagues To Develop Realistic Job Expectations and Job Satisfaction The idea is to make the new employees feel ‘at home’ in the new environment Expedite proficiency Enhance adjustment to work group and norms Encourage positive attitude The terms and conditions of employment It helps a new employ to know the job, its content, policies, rules and regulations. The people with whom he is supposed to interact.
- 4. Welcome to the organization Explain about the company. Show the location, department where the new recruit will work.. Give the company's manual to the new recruit. Provide details about various work groups . Give details about pay, benefits, holidays, leave, etc. Emphasize the importance of attendance or punctuality. Explain about future training opportunities and career prospects. Clarify doubts, by encouraging the employee to come out with questions.
- 5. Job location Job tasks Job safety needs Overview of jobs Job objectives Relationship with other jobs
- 6. Here are some ideas to consider, when devising the orientation program: 1. The MIND thinks in IMAGES… not WORDS! 2. Repetition is Key… Repetition is Key… Repetition is Key. 3. Employee is most excited on the first day of work. You need to keep that excitement alive for as long as possible! 4. A successful orientation should accomplish four things for new employees: ~ Make them feel welcome and at ease. ~ Help them understand the organization in a broad sense. ~ Make clear to them what is expected in terms of work and behavior. ~ Help them begin the process of becoming socialized into the firm’s ways of acting and doing things.
- 7. Too much paperwork High Cost to company Only expenditure no income Information overload Too much “selling” of the organization Too much one-way communication Difficult for the employee to relate
- 8. Training a) refers to a planned effort by a company to facilitate employees’ learning of job-related competencies b) teaching employees to do specific job tasks through classroom development or on-the-job experience. 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 Development – training that augments the skills and knowledge of managers and professionals.
- 9. Teaching People How to do Their Jobs There are 4 purpose of training: Orientation & Induction Retraining or Updating Preparing for future assignments Competency Development The big sister, big brother, or buddy system is when a old hand shows a newcomer the ropes. When good training is absent there is likely to be an atmosphere of tension, crisis, & conflict because nobody knows what to do.
- 10. Gives the supervisor more time to lead, standardizes performance, less absenteeism, less turnover, reduced tension, consistency, lower costs, more customers, better service. Gives the workers confidence & knowledge to do their jobs, reduces tension, boost morale & job satisfaction, reduces injuries & accidents, gives them a chance to advance. Gives the business a good image & more profit.
- 11. Then why is training often neglected? Urgency of need. Training time. Costs. Employee turnover. Short-term associates. Diversity of worker. Kinds of jobs (simple-complex). Not knowing exactly what you want your people to do & how.
- 12. High-Leverage Training Linked to strategic goals and objectives Uses an instructional design process to ensure that training is effective Compares or benchmarks the company’s training programs against training programs in other companies Creates working conditions that encourage continuous learning
- 13. Conducting Needs Assessment Ensuring Employees’ Readiness for Training Creating a Learning Environment Ensuring Transfer of Training Developing an Evaluation Plan Select Training Method Monitoring and Evaluating the Program
- 14. The Training and Development Process Needs analysis Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design Produce the training program content, including workbooks, exercises, and activities. Validation Presenting (trying out) the training to a small representative audience. Implement the program Actually training the targeted employee group. Evaluation Assesses the program’s successes or failures.
- 15. Task analysis A detailed study of a job to identify the specific skills required, especially for new employees. Performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee). Sources of Training Needs Assessment
- 16. Gap Analysis The distance between where an organization is with its employee capabilities and where it needs to be. Types of Training Objectives Knowledge: Impart cognitive information and details to trainees. Skill: Develop behavior changes in how job and tasks are performed. Attitude: Create interest and awareness of the training importance.
- 17. The strategic context of training Performance management: the process employers use to make sure employees are working toward organizational goals. Web-based training Distance learning-based training Cross-cultural diversity training Skills Training: Focus on Job knowledge and skill for : - Instructing new hires - Overcoming performance deficits of the workforce. Retraining: maintaining worker knowledge and skills as job requirement change due to : - Technological Innovation - Organizational Restructuring
- 18. Retraining Needed when changes are made that affect the job, employees performance drops below par, when the worker has not mastered a particular technique, or your people themselves may ask for it. A positive one-on-one approach to retraining is referred to a coaching. Coaching is a 2 part process: 1. Observation of the employees performance. 2. Conversation between manager & employee focusing on job performance.
- 19. Cross Functional: training employees to perform a wider variety of Tasks in order to gain: - Flexibility in work scheduling - Improved coordination Team Training: training self directed teams with regard to : - Management Skills - Coordination Skills - Cross Functional Skills Creativity Training: using innovative learning techniques to enhance employee ability to spawn new ideas and new approaches. Literacy Training: improving the basic skills of the work force such as mathematics, reading, writing, and effective employee behaviors such as punctuality, responsibility, cooperation etc.
- 20. Diversity Training: instituting a variety of programs to instill awareness, tolerance, respect and acceptance of persons of different race, gender etc. Customer Service: training to improve communication, better response to customer needs and ways to enhance customer satisfaction. Apprenticeship training: A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. Informal learning: The majority of what employees learn on the job they learn through informal means of performing their jobs on a daily basis. Job instruction training (JIT): Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.
- 21. Lectures On the job training Programmed instructions Literacy training techniques Audiovisual-based training Simulation method Computer-based Training (CBT) Distance and Internet-Based Training
- 22. Lectures Refers to a presentation by trainer on ideas , concepts, theories and issues. Effective lectures Use signals to help listeners follow your ideas. Don’t start out on the wrong foot. Keep your conclusions short. Be alert to your audience. Maintain eye contact with the trainees. Make sure everyone in the room can hear. Control your hands. Talk from notes rather than from a script. Break a long talk into a series of five-minute talks.
- 23. On-the-job training (OJT) Having a person learn a job by actually doing the job. OJT methods Coaching or understudy Job rotation Special assignments Advantages Inexpensive Immediate feedback Consists of 4 steps: 1. Prepare the associate. 2. Demonstrate the task. 3. Have the associate do the task. 4. Follow through.
- 24. Programmed Learning Programmed instruction (PI) A systematic method for teaching job skills involving: Presenting questions or facts Allowing the person to respond Giving the learner immediate feedback on the accuracy of his or her answers Advantages Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner
- 25. Literacy training techniques Responses to functional illiteracy Testing job candidates’ basic skills. Setting up basic skills and literacy programs. Audiovisual-based training To illustrate following a sequence over time. To expose trainees to events not easily demonstrable in live lectures. To meet the need for organization wide training and it is too costly to move the trainers from place to place. Simulated training (occasionally called vestibule training) Training employees on special off-the-job equipment so training costs and hazards can be reduced. Computer-based training (CBT) Electronic performance support systems (EPSS) Learning portals
- 26. Computer-based Training (CBT) Advantages Reduced learning time Cost-effectiveness Instructional consistency Types of CBT Intelligent Tutoring systems Interactive multimedia training Virtual reality training
- 27. Distance and Internet- Based Training Teletraining A trainer in a central location teaches groups of employees at remote locations via TV hookups. Videoconferencing Interactively training employees who are geographically separated from each other—or from the trainer—via a combination of audio and visual equipment. Training via the Internet Using the Internet or proprietary internal intranets to facilitate computer-based training.
- 28. How employees learn best: Learning is the acquisition of skills, knowledge, or attitudes. The adult learning theory is a field of research that examines how adults learn. Make the Learning Meaningful At the start of training, provide a bird’s-eye view of the material to be presented to facilitates learning. Use a variety of familiar examples. Organize the information so you can present it logically, and in meaningful units. Use terms and concepts that are already familiar to trainees. Use as many visual aids as possible.
- 29. Make Skills Transfer Easy Maximize the similarity between the training situation and the work situation. Provide adequate practice. Label or identify each feature of the machine and/or step in the process. Direct the trainees’ attention to important aspects of the job. Provide “heads-up” preparatory information that lets trainees know they might happen back on the job. Motivate the Learner People learn best by doing so provide as much realistic practice as possible. Trainees learn best when the trainers immediately reinforce correct responses Trainees learn best at their own pace. Create a perceived training need in the trainees’ minds. The schedule is important too: The learning curve goes down late in the day, less than full day training is most effective.
- 30. How employees learn the best: When they are actively involved in the learning process (to do this you must choose the appropriate teaching method). Training is relevant & practical. Training material is organized & presented in chunks. Training is in an informal, quiet, & comfortable setting. When they have a good trainer. When they receive feedback on performance. When they are rewarded.
- 32. What Is Management Development? Management development Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. Succession planning A process through which senior-level openings are planned for and eventually filled. Anticipate management needs Review firm’s management skills inventory Create replacement charts Begin management development
- 34. Organizing a MDP Analysis of organizational development needs. Appraisal of present management talents Inventory of management power Planning of individual development programmes Establishment of development programmes Evaluation of results
- 35. Types of Development Varied Work Experiences Top managers have need to and must build expertise in many areas. Employees identified as possible top managers are assigned different tasks and a variety of positions in an organization. Formal Education Tuition reimbursement is common for managers taking classes for MBA or job-related degrees. Long-distance learning can also be used to reduce travel and other expenses for managerial training.
- 36. Methods Of Developing Managers T -Training
- 37. Job rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points. Coaching/Understudy approach The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching. Action learning Management trainees are allowed to work full-time analyzing and solving problems in other departments. Case study method Managers are presented with a description of an organizational problem to diagnose and solve. Management game Teams of managers compete by making computerized decisions regarding realistic but simulated situations. Outside seminars Many companies and universities offer Web-based and traditional management development seminars and conferences.
- 38. Role playing Creating a realistic situation in which trainees assume the roles of persons in that situation. Behavior modeling Modeling: showing trainees the right (or “model”) way of doing something. Role playing: having trainees practice that way Social reinforcement: giving feedback on the trainees’ performance. Transfer of learning: Encouraging trainees apply their skills on the job. Corporate universities Provides a means for conveniently coordinating all the company’s training efforts and delivering Web-based modules that cover topics from strategic management to mentoring. In-house development centers A company-based method for exposing prospective managers to realistic exercises to develop improved management skills.
- 39. Executive coaches An outside consultant who questions the executive’s boss, peers, subordinates, and (sometimes) family in order to identify the executive’s strengths and weaknesses. Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses. Sensitivity Training: This is a method of changing behavior through unstructured group interaction. (also known as T-group training, where T stands for training) Features of T-group training T-Group consists of 10-12 persons. A leader acts as a catalyst and provides a free and open environment for discussion There is no specified agenda Members express their ideas, feelings and thoughts freely and openly The focus is on behaviour rather than on duties The aim is to achieve behaviour effectiveness in transactions with one's environment