2. TRAINING is a learning process that involves
the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes
and behaviours to enhance the performance of
employees.
3. Training focuses on
specific job
knowledge and skill
that is to be applied in
the short run.
Development focuses
on broad knowledge
and insights that may
be required for
adaptation to
environmental
demands in the future.
6. DEVELOPMENT, on the other hand, helps the
individual handle future responsibilities, with
less emphasis on present job duties.
7. To Increase Productivity
To Improve Quality
To Help a Company Fulfil Its Future
Personnel Needs
To Improve Organizational Climate
To Improve Health and Safety
Obsolescence Prevention
Personal Growth
8. How Training Benefits the Organisation
Leads to improved profitability and/or more positive
attitudes towards profit orientation.
Improves the job knowledge and skills at all levels of
the organization.
Improves the morale of the work force.
Helps people identify with organisational goals.
Helps create a better corporate image.
9. Aids in organisational development.
Helps prepare guidelines for work.
Aids in understanding and carrying out
organisational policies.
Provides information for future needs in all
areas of the organisation.
Organization gets more effective decision
making and problem solving.
Aids in developing leadership skills,
motivation, loyalty, better attitudes, and other
aspects that successful workers and managers
usually display.
10. Aids in increasing productivity and/or quality
of work.
Helps keep costs down in many areas, e.g.,
production, personnel, administration, etc.
Develops a sense of responsibility to the
organisation for being competent and
knowledgeable.
Improves labour-management relations and
creates an appropriate climate for growth,
communication.
11. Reduces outside consulting costs by utilising
competent internal consulting.
Stimulates preventive management as
opposed to putting out fires.
Eliminates sub-optimal behaviour.
Helps employees adjust to change.
Aids in handling conflict, thereby helping to
prevent stress and tension.
12. Helps the individual in making better
decisions and effective problem solving
Through training and development,
motivational variables of recognition,
achievement, growth, responsibility and
advancement are internalized and
operationalised.
Aids in encouraging and achieving self-
development and self-confidence.
13. Helps a person handle stress, tension,
frustration and conflict.
Provides information for improving
leadership knowledge, communication skills,
and attitudes.
Increases job satisfaction and recognition.
Moves a person towards personal goals
while improving interaction skills.
Satisfies personal needs of the trainee.
14. Provides trainee an avenue for growth and a
say in his/her own future.
Develops a sense of growth in learning.
Helps a person develop speaking and listening
skills; also writing skills when exercises are
required.
Helps eliminate fear in attempting new tasks.
15. Improves communication between groups
and individuals.
Improves interpersonal skills.
Makes organisation policies, rules and
regulations viable.
Improves morale.
Builds cohesiveness in groups.
Provides a good climate for learning, growth,
and coordination.
Makes the organisation a better place to work.
16. Identifying Training needs
Job
Present performance Desired performance
Gap
Setting Training Objectives and Policy
Designing Training Programme
Conducting the Training
Follow up and Evaluation
Approach to Training
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17. Induction or Orientation Training:- It is concerned
with introducing or orienting a new employee to the
organisation & its procedure, rules & regulation.
Job Training:- It relates to specific job which the
worker has to handle, it gives information about
machines, process of productions, instructions to be
followed, methods to be used & so on.
Internship Training:- Under this method, the
educational institute enters into arrangement with
an industrial enterprise for providing practical
knowledge to its students.
18. Refresher Training:- It meant for the old employees
of the enterprise. The basic purpose of refresher
training is to acquaint the existing workforce with
the latest methods of performing their jobs &
improve their efficiency further. In the words of
Dale Yoder, “Retraining programmes are designed
to avoid personnel obsolescence.”
Training for promotion:- The talented employees
may be given adequate training to make them
eligible for promotion to higher job in the
organisation.
19. On-the-Job Methods Off-the-Job Methods
- Job Rotation
- Coaching
- Job Instruction/Training
through step by step
-Committee assignment
-Internships
-Apprentice
-Vestibule Training
- Role Playing
- Lecture Methods
- Conference or Discussion
-Programmed Instructions
-Lecture/Talks/Discussions
- Videos/Films
-Case study
-Demonstrations
20. On-the-Job Training Methods
This type of training, also known as job
instruction training is the most commonly
used method. OJT has the advantage of
giving first hand knowledge & experience
under the actual working condition while
the trainee learns how to perform a job, he
is also a regular worker rendering the
services for which he is paid.
21. 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.
22. • Job Instruction
This method is also known as training through
step by step. Under this method, trainer
explains, the trainee the way of doing the
job, job knowledge & skills & allow him to do
the job. The trainer appraises the
performance of the trainee, provides
feedback information & corrects.
Committee Assignments
A group of trainees are given and asked to
solve an actual organizational problem. The
trainees solve the problem jointly. It develops
team work.
23. Under this method of training, trainee is
separated from the job situation & his attention
is focused upon learning the material related to
his future job performance. There is an
opportunity for freedom of expression for the
trainees.
24. Off-the-job training method are as follows :-
Vestibule training
Sensitivity training
Transactional analysis
Grid training
Role playing
Lecture methods
Conference or discussion
Programmed instruction
25. Vestibule Training:-
In this method, actual work condition are
simulated in a class room. Material, files &
equipment those are used in actual job
performance are also used in training. This
type of training is commonly used for
training personnel for clerical & semi skilled
jobs. The duration of training ranges from
days to a few weeks.
26. Sensitivity Training
ST or Laboratory training is a method of
changing individual behaviour through
unstructured group interaction
The main objective of ST is to develop among
the group members, an understanding of
themselves and other their relationships with
others
27. Transactional Analysis
This is a theory of personality and provides an
approach for defining and analyzing the
interaction between people
The basic theory behind transactional analysis
is that an individual’s personality comprises of
three ego states
◦ The parent
◦ The child
◦ The adult
28. Grid Training
Its is a six phase program lasting from 3 to 5
years
It starts with upgrading managerial skills,
continues to group improvement, improves
inter group relations, goes into corporate
planning, develops implementation methods
and ends with an evaluation phase
29. Behaviour Modeling
It demonstrates desired behaviour and
provides trainees the chance to practices and
role/play/imitate those behaviours and receive
feedback
30. Role playing
Creating a realistic situation in which trainees assume
the roles of persons in that situation. This method of
training involves action, doing & practice. The
participants play the role of certain characters, such
as the production manager, mechanical engineers,
superintendents, maintenance engineers, quality
control inspectors, foreman, workers & the like. This
method is mostly used for developing interpersonal
interactions & relations.
31. Lecture Method
The lecture is traditional & direct
method of instruction. The instructor
organizes the material & gives it to a
group of trainees in the form of a talk.
To be effective, the lecture must
motivate & create interest among the
trainees. An advantage of lecture
method is that it is direct & can be used
for a large group of trainees.
32. Conference or Discussion-
It is a method in training the clerical , professional &
supervisory personnel. This method involves a group of
people who pose ideas, examine & share facts, ideas &
data, test assumption, & draw conclusion all of which
contribute to the improvement of job performance .
Discussion has the distinct advantage over the lecture
method in that the discussion involves two way
communication and hence feedback is provided.
33. Programmed Instruction-
In recent years this method has become popular.
The subject matter to be learned is presented in a
series of carefully planned sequential units. These
units are arranged from simple to more complex
levels of instruction. The trainees goes through
these units by answering question or filling the
blanks .
This method is time consuming and expensive.
34. 1.Identification of Training needs
• Organisational Analysis
• Task Analysis
• Human Resource Analysis
2.Setting Training
Objectives
3.Organisation of Training Programme
*Trainee and Instructor
*Period of Training
4.Evaluation of
Training Results
37. A. Organization analysis: identify training needs
of the organization according to its long-term
goals-set the training goals.
B. Job analysis: identify training needs according
to job descriptions and specifications—specify
skills/knowledge/behavior to be trained.
C. People analysis: identify people that need
training and their trainability-identify potential
trainees.
38. A. Set training goals.
B. Determine what to train.
C. Identify trainees.
D. Choose training materials.
E. Determine training modes and methods.
F. Select trainers.
G. Schedule training.
H. Develop training budget.
39. A. Validate the training program before
implementation.
Pilot study: conduct the program with a small
number of trainees to test its effect.
Consultation: consult the trainees and their
supervisors on the appropriateness of the
program.
B. Make revision of the training programs before
implementation.
40. A. Obtain continuous support from line-
management to the training program.
B. Appoint manager for the training program.
C. Develop managing guidelines for the
program.
D. Provide logistic support.
E. Conduct concurrent evaluation of the
program.
41. A. Types of evaluation:
Concurrent evaluation: evaluate training effects
during training.
Immediate final evaluation: evaluate training
effects at the end of the training.
Follow-up evaluation: evaluate training effect
by evaluating trainee performance over time.
42. Written tests: Check learning results of
knowledge.
Simulation: check learning results of skills.
Interviews: check training effects by talking to
the trainees and their supervisors.
Questionnaire: check effectiveness of instruction
materials, trainer and training methods.
Performance appraisal: check learning transfer
and training effectiveness on job.
43. Evaluation of Training Programme:-
o Reactions: Evaluation on the basis of Trainees reaction to the usefulness
of coverage of the matter, depth of the course content, method of
presentation, teaching methods etc..
o Learning: Evaluation on the basis of quantity of learning and time of
learning with the application of the knowledge gained through training.
o Job Behaviour: Evaluation based on the manner and extent to which the
trainee has applied his learning to his job.
o Organisation: Evaluation based on the overall organisation’s increased
productivity, quality, morale, sales turnover etc..
oUltimate Value: Measurement of the ultimate result of the contributions of
the training programme to the company goals like survival, growth,
profitability etc..and to the individual goals like personality and social goals
like CSR activities.
