TRAINER’S :

 Aditya Bhujbal M - 3005

 Asmita Chavan M – 3006
 Sushant Gawali M – 3010
 Gargi Keluskar M – 3021
 Lata Madage M – 3026
 Hemant Sarang M – 3044
 Aniket Sonar M - 3055
Asmita chavan M - 3006
INTRODUCTION
What do you mean by training and
development ?
Definition :

A formal definition of training & development is…

it is any attempt to improve current or future
employee performance by increasing an
employee’s ability to perform through learning,
usually by changing the employee’s attitude or
increasing his or her skills and knowledge.
Importance of training and development

Optimum utilization of human resources

Development of human resources

Development of skills of employees

Productivity
Cont……
Quality

Health and safety

Morale

Image

Team spirit
Cont……
Profitability

Organization policies

Organizational climate

Organization culture
Lata Madage M - 3025
OBJECTIVES AND METHODS
 Objective of training & devlopment

• Training objective are one of

the most important parts of
training program. While some
people think of training
objective as a waste of valuable
time
•It provides the clear
guidelines and
develops the training progr
am
in less time because objectives
focus specifically on needs. It
helps in adhering to a plan.
Training objective is benificial to
following stakeholders
o Trainer

o Trainee

o Designer

o Evaluator
 Methods of training & devlopment
Two types of methods

1. Cognitive methods
2. Behavioral methods
Cognitive methods
Cognitive methods are more of giving
theoretical training to the trainees

The various methods under Cognitive approach

provide the rules for how to do something,
written or verbal information, demonstrate
relationships among concepts, etc.

These methods are associated with changes in

knowledge and attitude by stimulating learning.
The various methods that come under
Cognitive approach are
Lectures

Demonstrations

Discussions

Computer based
training (CBT)
The various methods that come under
behavioral methods are
Games and simulation

 Behavior-modeling
 Business games
 Case studies
 Equipment stimulators
 In-basket technique
 Role play
 BEHAVIOR MODELING
Behavior Modeling uses
the innate inclination for
people to observe others to
discover how to do
something new. It is more
often used in combination
with some other techniques

Behavior modeling focuses

on developing behavioral
and interpersonal skills
 Business Games Training
Business games are the type of
simulators that try to present
the way an industry, company,
organization

In the business games, trainees

are given some information that
describes a particular situation

Some of the benefits of the

business games are,
 In Basket Technique

In-Basket Technique –
It provides trainees with
a log of written text or
information and
requests, handled by
manger, engineer,
reporting officer, or
administrator
 Role Play Training Method

 Role play is a simulation in

which each participant is given a
role to play
 Then, a general description of the
situation, and the problem that
each one of them faces, is given.
 Once the participants read their
role descriptions, they act out
their roles by interacting with
one another.

 Role Plays helps in

Hement Sarang M - 3044
EVALUATION & PROCESS OF
TRAINING
Purposes of Training Evaluation
Levels of Evaluation of Training
Techniques of Evaluation of Training
Observation

Questionnaire.

Interview.

Self diaries.

Self recording of specific incidents.

Evaluation Of Training Programme
 Result oriented.

 Facilitates suitable changes.

 All – round benefits.

 Make training adoptable.

 Ensure better result.

Process Of Training
NO
STEPS
1 IDENTIFYING TRAINING NEED

2 SETTING TRAINNING OBJECTIVES ND POLICY

3 DESINGING TRAINING PROGRAMME

4 PREPARATION OF THE LEARNER

5 PRESENTATION OF OPERATION AND KNOWLEDGE

6 IMPLEMENTING TRAINING PROGRAMME

7 FOLLOW – UP AND EVALUTION

Infosys strategy for Employees

360 degree feedback

Development assignments
Culture workshops
Development relationships
Leadership skills training
Feedback intensive programmers
Systemic process learning
Action learning
Community empathy
Aniket Sonar M - 3055
TRENDS
OF TRAINING AND DEVELOPMENT
 TRENDS OF TRAINING AND
DEVELOPMENT

1. Changing Delivery
Method

2. Performance Consulting
on the Rise

3. Fast Delivery and Just In

Time Method

4. Realization that Training

Volume Does Not Equal
to Success
CONT…

5. Increased
Measurement of
Impact through
Result

6. Taking Succession
Management to the
Front Line
CONT…

7. Development Plans
are Becoming
Increasingly
Individualized

8. More Virtual Team

Leadership
Aditya Bhujbal M - 3005
TRAINING TIPS AND GAMES
 Tips on Training and Development
1) Make sure the need is a
training and development
opportunity.

2) Create a context for the

employee training and
development.

3) Provide training and

development that is really
relevant to the skill
Cont….
4) Favor employee training and
development that has
measurable objectives and
specified outcomes.

5) Provide information for the

employee about exactly what
the training session will
involve.

6) Make clear to the employees

that the training is their
responsibility and it should be
taken seriously.
Cont..
7) Make sure that internal
or external training
providers supply pre-
training assignments.

8) Train supervisors and

managers either first or
simultaneously so they
know and understand
the skills.
Games
Pass the ball Exercise

Skills and Attitude

Exercise

Memory Games
Gargi Keluskar M - 3021
FUTURE OF TRAINING AND
DEVELOPMENT
FUTURE TRENDS THAT WILL AFFECT T&D

1. Use of NEW
TECHNOLOGIES.
2. Emphasis on
capture, storage and
use of INTELLECTUAL
CAPITAL will
increase.
3. Training will focus
on BUSINESS NEEDS
AND PERFORMANCE.
Cont…
3. PARTNERSHIP and
OUTSOURCING.

4. The company must have an ‘E-

LEARNING CULTURE’ that
supports online learning and
encourages employee
participation.

5. Training and development

will be viewed more from a
CHANGE MODEL
PERSPECTIVE.
Training and Development from a
Change Model Perspective
For new training or development practices to be
successfully implemented, they must first be
accepted by Managers, Top-management, and
Employees.
For Managers and employees, change is not easy.
Resistance to new training and development
practices is likely.
Cont…
The process of change is based on the interaction
among four components of the organization:
Task

Employees

Formal organization arrangements

Informal organization
A Change Model.
Power
Imbalance

Informal
Organization

Task Formal
Task Loss of
Redefinition Organizational
Control
Challenges Arrangements

Individual
Components of
the organization
Resistance
Change-related to Change
problems
Manager’s Misconceptions About Training.
Training is not valuable.

Training is an expense, not an investment.

Anybody can be a trainer.

The Training department is a good place to put poor

performers.

Training is the responsibility of the trainers.

 S
DEVELOPMENT U
C
C
E
S
TRAINING S
“THERE IS NO SUCH DEVELOPMENT,
PATH TO DEVELOPMENT IS MADE BY
TRANING.”
Sushant Gawali M - 3010
CASE STUDY AND
CONCLUSION
 “Many Indian companies have increased their
emphasis on training tremendously. I think it is
absolutely essential to spend a lot of money on
training and continuous improvement. In our
group every employee has to undergo at least
five days of training a year."
- Adi Godrej, Chairman Godrej Group.
 Case Study – Godrej Ltd.
 In 1996 the joint venture between Godrej Soaps Ltd (GSL)
and Proctor and Gamble (P&G) came to an end.
 In 1997, GSL conducted a Total Quality Management
(TQM) workshop for all its 5000 employees to help them in
their jobs.
 In GSL, Parivartan programe was launched in September
2000 to train new as well as existing employees
Cont…
 In early 2002, a need was felt among the top brass of
Godrej to installed a performance- driven culture in the
company.
 Godrej developed a comprehensive and innovative
training programme for management trainees and
named it Godrej Accelerated Learning Leadership and
Orientation Programme (GALLOP). 
 Later, in September 2002, GIL introduced Spark, a
training programme for managers to help them become
effective coaches.
Cont…
Towards the end of 2002, E-gyan was
introduced in GIL to increase the learning
potential of employees.
In January 2003, a special HR programme on
honing the interpersonal and negotiation skills
of officer- level employees was launched in GIL
Further, in October 2003, an English language
training programme was held for floor workers
of Godrej
Criticisms
Conclussion