Training and development

Assignment 1 and 2

Submitted To: Prof.AmitTiwari

Submitted By: Shubham Jain Trim 6

Assignment 1
Induction program

Name of the candidate: xyz Venue: office building Start date:24/7/2013

Day 1 08h00 Arrival one on one session with director 09h00 09h30 Introduction to colleagues within division 10h00 Orientation of building and introduction to 10h30 other staff 11h00 Processing of documentation with 11h30 human resources 12h00 12h30 Day 2 First probation review: Job description and the role Priorities for the next three months Interdivisional relationships Training required etc. Day 3 Meeting with sales division Meeting with finance division Day 4 Colleagues: The employee should spend half an hour to an hour with each of their colleagues (one per job category) to give them insight into what each person in the division does. Lunch break with division

Meeting with logistics department Meeting with production department

13h00 Lunch with director Lunch break Lunch break

14h00 Direct report: Training: Training: Training: Organisational Performance Subject More job 14h30 structure standards matter specific 15h00 Organisational Report determined training, objectives templates by what the etc. 15h30 Quality Methodologies employee 16h00 standards and calculations needs to etc. know to do their job.

Cost accrued: approx 3 lakhs in training and induction process.

Assignment 2
Ques : In the changed economic scenario of the country why has training assumed importance? Elucidate.
Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

Ques: There is a view that training is a waste of money do you agree with this view? Discuss.
Training is not a waste of time some benefits of training are:Training your staff, keeping them motivated and up-to-date with industry trends and new technologies is essential to achieving that goal. Staff benefit too, learning new skills and becoming a valued asset in any organisation. Training brings direct benefits to business and can be calculated as a return on investment. Most businesses provide on-the-job training, particularly during induction. A routine investment in ongoing training almost always shows a positive return on investment, in a variety of ways, including

improved work quality and productivity, higher retention rates of staff and a decrease in wasted time and resources. Improved quality and productivity Training that meets both an organisation and employees needs increases the quality and flexibility of a business by fostering: Increased productivity through improved accuracy and efficiency Higher work safety practices Improved work quality and customer satisfaction

The flow-on effect The benefits of training in one area can flow through to all levels of an organisation. Over time, training will boost the bottom line and reduce costs by: Decreasing wasted time and materials Decreasing maintenance costs for machinery and equipment Decreasing workplace accidents through safety training, leading to lower lost time and lower insurance premiums Reduced recruitment costs through the internal promotion of skilled staff Reduced absenteeism through improved employee morale

Staying competitive Businesses must continually improve their work practices and infrastructure to stay competitive in an increasingly global market. Training staff to manage the implementation of new technology, work practices and business strategies can also act as a benchmark for future recruitment and quality assurance practices. As well as impacting on business profit margins, training can improve: Efficient work practices Staff morale and satisfaction Soft skills such as inter-staff communication and leadership Time management Customer satisfaction.

Employee benefits Regular training and learning opportunities are an investment that helps employees to prosper and develop their careers. By investing in their success, employees become more loyal to the business, leading to lower turnover rates and decreased absenteeism. In return, your business benefits from a highly skilled, stable workforce, which gives you a competitive advantage in the market. Improved staff attitude and morale People enjoy learning when the material is relevant to their interests and many will be eager to apply their new skills and knowledge in practical situations. Employees that possess diverse skills are

generally more satisfied and positive in their jobs. This decreases the occurrence of work-related stress and improves the overall work environment. By investing in their training, staff often feel that the employer not only has the confidence in them to do their job, but that the business values them, and is giving something back above and beyond wages or salary.As a result, employees will become self-starters and develop further competencies such as leadership and teambuilding and be more willing to undertake further training. Recruitment and retention Well-trained and valued employees lead to a positive and productive workplace, leading to lower turnover rates and lower recruitment costs. A supportive environment where staff are trained and valued attracts the best talent, helping to reduce recruitment costs when the time comes to recruit or expand.

Ques: Employee training has become increasingly important as jobs have become more sophisticated & influenced by technological changes comment?
Training is essential to the achievements of a business. Perhaps its most positive benefit is better employees. A company develop the potential of an employee, and part of the way a company encourages improvement is through training. Often, good training is just as important as a good benefits package for an employee. For employers, training allows them to locate a wider range of people with the kind of outlook that matches the company mission statement. The right kind of perspective is a hard thing to cultivate, whereas workplace specific proficiencies are easier to nature. The other advantage employers should remember about training is it offers them an improved retention rate. Employees are more loyal to companies that value their growth and want to cultivate it, and thusly provide a better performance and decrease the rollover rate at any company, no matter how small or large. If an employee thinks a company values him or her, that sentiment will go into whatever the employee is designing, selling, manufacturing, etc. However, the kind of training an employee receives is very important. Allowing an employee to simply pass through a sort of substandard 101 training course does not ensure improvement. Every single part of the management at a company must completely sustain the training. Otherwise, there is no point in wasting even a shoddy effort at training. Cheap training will result in cheap work:quality employees require quality training programs, which means spending a bit more money. Excellent training programs emphasize a correlation between personal development and official evaluations, allowing an employee to discern that career growth and success means evolving their expertise with training. Improving employee skills is not only about improving skills related to their specific field, but also improving skills related to the interpersonal and communication. These abilities are constantly developing and perhaps more important than field related abilities. A person can be average in their field skills, but an excellent communicator with fantastic people skills is an asset to a company. These kinds of employees tend to fit better with a company. Other skills that should be emphasized besides those related to industry and interpersonal include how management time effectively, how to deal with disputes, and how to build a strong team.

Ques: Discuss the role and significance of training & development activity in public sector enterprises in current scenario?
Indian Public Sector has been passing through massive changes due to advancement in science and technology and competition from private sector. India has nearly one-sixth of the worlds population. This is possible only through proper training and development. The former Prime Minister Rajiv Gandhi rightly understood its importance and had established a separate Ministry for Human Resource Development in 1985. He stressed on the development of human resources and because of his initiatives, training has taken an important place in the national economy. Later on, most of the PSEs realized the need and importance of training their employees for better and improved results. The human resource development approach is essential in order to have the optimum utilization of manpower for the benefit of both, the employees and the organization. Today public sector enterprises in India are passing through a phase of metamorphosis. On one side they are facing tough product market competition with the advent of MNCs after the implementation of New Economic Policies in 1991, and on the other side there are threats of closures due to inefficient operations with the second phase of economic reforms focussing on public sector restructuring. In this scenario, PSEs are under pressure to improve organizational effectiveness by finding ways to become cost-conscious and resource-efficient (Joshi, 2000). Most of these enterprises are still using labor intensive technology and large-scale as well as long-term cost reductions can be achieved by improving the productivity of employees through effective training and development. Some people have attempted to increase the effectiveness of training by utilizing sophisticated training techniques without considering their actual need. Others have focused on training environment only. Effectiveness of training program decreases if there is a wide gap between documented training policies and procedures and implementation of learning from training. (Training as a factor for increasing organizational effectiveness) Need of the hour Training program needs to be developed on the basis of organizational analysis, operational analysis, and individual analysis. Organizational analysis can be done on the basis of overall objectives of the organization, which includes Vision andMissionstatement and the available resources with the organization. Vision andMissionstatement of an organization defines where the organization wants to move from its present position, goals to be achieved in future and how those goals can be achieved. Available resources are the boundaries within which those goals need to be achieved. Operational analysis includes job analysis, which provides expectations from the employees to meet organizational objectives. This will give minimum acceptable requirements from the employees to do job effectively. Individual analysis provides information of present potential and existing capabilities, skills, knowledge and attitude of the employees. Organizational analysis can be done by HRD personnel with the help of top management and individual analysis can be done by individual employees with the help of HRD personnel and line managers.

Ques: How do you conduct training need assessment of a company in the service sector?
Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions:

Where is training needed? What specifically must an employee learn in order to be more productive? Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there. Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail. Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development. Also, in today's market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization. Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done. Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identifies a training need.

Ques. Describe any four need assessment methods pointing out its advantages & disadvantages?

Ques: Explain the steps in training need assessment process?

Training is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere. If you have ever thought about developing a training program within your organization consider the following four basic training steps. You will find that all four of these steps are mutually necessary for any training program to be effective and efficient. STEP 1: ESTABLISHING A NEEDS ANALYSIS.

This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover. The objective in establishing a needs analysis is to find out the answers to the following questions: - "Why" is training needed? - "What" type of training is needed? - "When" is the training needed? - "Where" is the training needed? - "Who" needs the training? and "Who" will conduct the training? - "How" will the training be performed? By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee's performance in accordance with the company's standards. The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the training process. STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS. This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training. STEP 3: DELIVER THE TRAINING PROGRAM. This step is responsible for the instruction and delivery of the training program. Once you have designated your trainers, the training technique must be decided. One-on-one training, on-the-job training, group training, seminars, and workshops are the most popular methods.

Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have: - A desire to teach the subject being taught. - A working knowledge of the subject being taught. - An ability to motivate participants to "want" to learn.

- A good sense of humor. - A dynamic appearance and good posture. - A strong passion for their topic. - A strong compassion towards their participants. - Appropriate audio/visual equipment to enhance the training session. For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, the use of various training methods, good communication skills, and trainee participation. STEP 4: EVALUATE THE TRAINING PROGRAM. This step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits. The reason for an evaluation system is simple. The evaluation of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer.

Ques : What are the important considerations to be kept in mind while designing a training programme?Explain two major categories of constraints in designing a training programme?
The workplace is increasingly becoming a place where business organizations can nurture , improve and encourage the potential and capabilities of employees . One of the most common ways in which organizations nurture these talents is by introduction of training programs which aim at preparing employees to better meet the challenges of today 's workplace . However , unless training programs are carefully constructed , such programs are unlikely to meet the demands of the market as well as individual needs of the employees and the needs of the organization . This discusses the important considerations worthy considering while designing training programs While designing the training program, it is important to bear in mind the fact that , the programs lead to the acquisition of new knowledge change in knowledge especially in cases whereby the nature of the training is based on new skills necessary for the production functions which may require the use of new machines or different technology which the employees do not possess. A good training program must be detailed enough to meet the goals and objectives of the organization with clear specifications of the purpose goals and objectives of the training program . For instance , training at the bottom level of the organization is aimed at transferring new skills . This is because new technologies keep on coming especially in this age of information technology . Therefore employees need to update themselves in using the technology and especially in regard to applying the technology to speed-up production . Any effective training program must have specific , measurable , achievable , realistic and time bound objectives in which a clear definition of the goals is given . The employees ' needs are determined in the context of the nature of work . It is also very important for the management to define the goals of the training program in to make sure that the training program is aligned to the organizational values . The content of the training program as well as the learner

activity , which is central to the communication of the course content , is very necessary and should be determined prior to the onset of the course . The success of a training program is not entirely dependent on organization and the content of training, but rather , on the execution and subsequent follow up after the training . This is where evaluation of the success of the training program comes in . It is imperative that management gets a feedback for the training from the participants who are usually the employees.

Ques : What purpose does training serve? Explain the ingredients of good training programme for the employees at various levels.
Ans. Adequately planned and well executed training program can lead to following advantages: 1. Training can develop high morale in employee. Training builds high morale in an employee by developing positive attitude, job satisfaction,enhanced earnings , job security. Training also reduces employee grievances by providing opportunities for internal promotion. 2. Training leads to higher productivity. Training helps employees to build skills which leads to perform their job efficiently. Employees learn new skills and use better methods to perform their tasks. 3. Better quality of work Formal training improves quality of work as standard methods are taught to employees. Uniform work methods and procedures improves the quality of product or services. 4. Reduction in cost Training leads to optimum use of resources and zero waste which increases productivity and helps to minimize cost of operations per unit. Training leads to economic use of materials and machinery. 5. Reduced learning period An efficient training program does not wastes time and efforts in learning through trial and error, it also reduces time and cost involved in learning. 6. Reduced supervision and low accident rates Training develops self reliant and well motivated employees, they need less guidance and control therefore burden on supervisors is reduced. By adopting right work methods and making use of prescribed safety devices employees reduce accident rate.

Thoroughly brief all training delegates, provide them with training agendas so that they know exactly when they have to be there and why. People like to be consulted and feel involved when it comes to making decisions, especially when it involves them Make sure that the timing for the training is right so that all users are available - avoiding any major holidays/events during this period is crucial.

Avoid distractions; this includes phones ringing, meetings, and interruptions from other colleagues. Ok, we are realistic and know that often this will be unavoidable, but minimum disruption is advised. Having the right people on the right sessions is important. A common mistake is to put down a name just to fill space. Ensure that the topics are relevant to the people attending. The training environment is very important. People straining to look at projector screens, at a distance or with their backs to the trainer will become agitated and stressed and lose the ability to concentrate.

We always try and make the training a fun and relaxed experience for both the trainees and the trainer. And once your training session is over, we want you to feel secure in the knowledge that help is at hand and youre not on your own.

Ques :Explain nature of learning with principles & component of learning process? Explain Kolbs learning cycle?
David Kolb published his learning styles model in 1984 from which he developed his learning style inventory. Kolb's experiential learning theory works on two levels: a four stage cycle of learning and four separate learning styles. Much of Kolbs theory is concerned with the learners internal cognitive processes. Kolb states that learning involves the acquisition of abstract concepts that can be applied flexibly in a range of situations. In Kolbs theory, the impetus for the development of new concepts is provided by new experiences. Learning is the process whereby knowledge is created through the transformation of experience (David A. Kolb, 1984). The Experiential Learning Cycle Kolb's experiential learning style theory is typically represented by a four stage learning cycle in which the learner 'touches all the bases': 1. Concrete Experience - (a new experience of situation is encountered, or a reinterpretation of existing experience). 2. Reflective Observation (of the new experience. Of particular importance are any inconsistencies between experience and understanding). 3. Abstract Conceptualization (Reflection gives rise to a new idea, or a modification of an existing abstract concept). 4. Active Experimentation (the learner applies them to the world around them to see what results).

Effective learning is seen when a person progresses through a cycle of four stages: of (1) having a concrete experience followed by (2) observation of and reflection on that experience which leads to (3) the formation of abstract concepts (analysis) and generalizations (conclusions) which are then (4) used to test hypothesis in future situations, resulting in new experiences.

Kolb (1975) views learning as an integrated process with each stage being mutually supportive of and feeding into the next. It is possible to enter the cycle at any stage and follow it through its logical sequence. However, effective learning only occurs when when a learner is able to execute all four stages of the model. Therefore, no one stage of the cycle is an effective as a learning procedure on its own. Learning Styles Kolb's learning theory (1975) sets out four distinct learning styles, which are based on a four-stage learning cycle (see above).

Kolb explains that different people naturally prefer a certain single different learning style. Various factors influence a person's preferred style. For example, social environment, educational experiences, or the basic cognitive structure of the individual. Whatever influences the choice of style, the learning style preference itself is actually the product of two pairs of variables, or two separate 'choices' that we make, which Kolb presented as lines of axis, each with 'conflicting' modes at either end: A typical presentation of Kolb's two continuums is that the east-west axis is called theProcessing Continuum (how we approach a task), and the north-south axis is called the Perception Continuum (our emotional response, or how we think or feel about it).

Kolb believed that we cannot perform both variables on a single axis at the same time (e.g. think and feel). Our learning style is a product of these two choice decisions. It's often easier to see the construction of Kolb's learning styles in terms of a two-by-two matrix. Each learning style represents a combination of two preferred styles. The diagram also highlights Kolb's terminology for the four learning styles; diverging, assimilating, and converging, accommodating: Doing (Active Experimentation - AE) Watching (Reflective Observation - RO)

Feeling (Concrete Experience CE)

Accommodating (CE/AE)

Diverging (CE/RO)

Thinking (Abstract Conceptualization - AC) Learning Styles Descriptions

Converging (AC/AE)

Assimilating (AC/RO)

Knowing a person's (and your own) learning style enables learning to be orientated according to the preferred method. That said, everyone responds to and needs the stimulus of all types of learning styles to one extent or another - it's a matter of using emphasis that fits best with the given situation and a person's learning style preferences. Here are brief descriptions of the four Kolb learning styles: Diverging (feeling and watching - CE/RO) These people are able to look at things from different perspectives. They are sensitive. They prefer to watch rather than do, tending to gather information and use imagination to solve problems. They are best at viewing concrete situations several different viewpoints. Kolb called this style 'diverging' because these people perform better in situations that require ideasgeneration, for example, brainstorming. People with a diverging learning style have broad cultural interests and like to gather information. They are interested in people, tend to be imaginative and emotional, and tend to be strong in the arts. People with the diverging style prefer to work in groups, to listen with an open mind and to receive personal feedback. Assimilating (watching and thinking - AC/RO) The Assimilating learning preference is for a concise, logical approach. Ideas and concepts are more important than people. These people require good clear explanation rather than practical opportunity. They excel at understanding wide-ranging information and organizing it a clear logical format. People with an assimilating learning style are less focused on people and more interested in ideas and abstract concepts. People with this style are more attracted to logically sound theories than approaches based on practical value. These learning style people is important for effectiveness in information and science careers. In formal learning situations, people with this style prefer readings, lectures, exploring analytical models, and having time to think things through. Converging (doing and thinking - AC/AE) People with a converging learning style can solve problems and will use their learning to find solutions to practical issues. They prefer technical tasks, and are less concerned with people and interpersonal aspects. People with a converging learning style are best at finding practical uses for ideas and theories. They can solve problems and make decisions by finding solutions to questions and problems.

People with a converging learning style are more attracted to technical tasks and problems than social or interpersonal issues. A converging learning style enables specialist and technology abilities. People with a converging style like to experiment with new ideas, to simulate, and to work with practical applications. Accommodating (doing and feeling - CE/AE) The Accommodating learning style is 'hands-on', and relies on intuition rather than logic. These people use other people's analysis, and prefer to take a practical, experiential approach. They are attracted to new challenges and experiences, and to carrying out plans. They commonly act on 'gut' instinct rather than logical analysis. People with an accommodating learning style will tend to rely on others for information than carry out their own analysis. This learning style is prevalent within the general population. Educational Implications Both Kolb's (1984) learning stages and cycle could be used be teachers to critically evaluate the learning provision typically available to students and to develop more appropriate learning opportunities. Educators should ensure that activities are designed and carried out in ways that offer each learner the chance to engage in the manner that suits them best. Also, individuals can be helped to learn more effectively by the identification of their lesser preferred learning styles and the strengthening of these through the application of the experiential learning cycle.

Ques: Explain the Adams equity theory of motivation?

Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition, and so on). According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented, motivated employees. The Theory Summarized: Adams' Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist, who developed this job motivation theory in 1963. Much like many of the more prevalent theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), Adams' Equity Theory acknowledges that subtle and variable factors affect an employee's assessment and perception of their relationship with their work and their employer. The theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to respond to this is different ways, including de-motivation (generally to the extent the employee perceives the disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in more extreme cases, perhaps even disruptive. How to apply the Adams' Equity Theory:

It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job satisfaction, motivation level, etc., and what can be done to promote higher levels of each. While obviously many of these points can't be quantified and perfectly compared, the theory argues that managers should seek to find a fair balance between the inputs that an employee gives, and the outputs received. And according to the theory, employees should be content where they perceive these to be in balance

Ques: Presentation skill when used appropriately. Can motivate learners discuss this statement.
Presentation skills are the essentials techniques you use when presenting an idea or set of ideas to another. Wikipedia defines it as: the process of showing and explaining the content of a topic to an audience. It goes on to say that normally these presentations are accompanied by a visual aid such as a powerpoint, charts, hand-outs, etc. Presentation skills are the basic training for any manager or any trainee vying for such a position. They are critically important and cannot be passed over. There are many techniques on how to present something effectively. Many books have been written and lectures

have been given on the same. Presentation skills can be gotten by just a little effort and conditioning yourself to step out of your safe, normal bounds and achieve the public speaker role. If you are naturally shy, this may take longer to achieve, but need not be so. George Bernard Shaw, was a famed speaker, writer and lecturer. It is a well known fact that as a child he was among the shier sort and never dreamed of being the world-famous speaker and presenter that he was. He said that it was just the willing of his mind to step out and achieve what no one thought possible, and the regular practice of it, that made him into a person that was able to speak up and out internationally. If you can get a hold of his biography, it may be a great inspiration to you.

Ques: What are the drawbacks of lecture methods. Why is lecture method popular amongst trainersinspite of the drawbacks? How can you, as a trainer, improve the effectiveness of your own lecture?
Places students in a passive rather than an active role, which hinders learning. Encourages one-way communication; therefore, the lecturer must make a conscious effort to become aware of student problems and student understanding of content without verbal feedback. Requires a considerable amount of unguided student time outside of the classroom to enable understanding and long-term retention of content. In contrast, interactive methods (discussion, problem-solving sessions) allow the instructor to influence students when they are actively working with the material. Requires the instructor to have or to learn effective writing and speaking skills. Someone poor in these aspects is likely to give a very poor performance in lecturing. Practically some trainers take advantage of the method because of its medium (the spokenwords) and speak anything and get away with it. Thus, they misuse the method. Some trainers make use of the age old, outdated lecture notes, which they might have prepared several years back. They present outdated information through lecture method and waste the time allotted. Effective oral presentation depends heavily upon the strength of vocabulary and knowledge of grammar rules including structures of sentences.

There is a certain amount of mythology about lecturing, one of the most persistent myths being that some people are born with an extraordinary flair for lecturing and if you are not one of the fortunate few, then perhaps the best you can hope for is to get through the material youve prepared with little drama and few problems. Of course some people are more outgoing and comfortable presenting to groups than others, but the desired outcome of a lecture is that people learn, not that they are entertained.

You might look for more of a performance if you are presenting at a conference or symposium, so as to engage the audience and make the talk memorable.

Effective lecturing is more a matter of skill than charisma, although there are some techniques that can help to make your lectures more enjoyable for those in the audience.

The main characteristics of a good lecturer are that they:

present the material in a clear and logical sequence make the material accessible, intelligible and meaningful cover the subject matter adequately are constructive and helpful in their criticism demonstrate an expert (and authoritarian) knowledge in their subject pace the lecture appropriately include material not readily accessible in textbooks are concise illustrate the practical applications of the theory presented show enthusiasm for the subject Generate curiosity about the lecture material early in the lecture.

Ques: What are the skills that a trainer needs in using participants training method? Select a particular training method & illustrate your answer with examples.
Many trainers use role playing as a skill-building technique in their training programs. More often than not, this technique does not achieve the desired results because of participant resistance. One very eective, non-threatening way of using role play is to conduct a demonstration role play. You would have prepared a scripted role play depicting either the right way or wrong way of using a particular skill, technique, or process. Early in the session, select two actors from the group and give them the script so they will have an opportunity to familiarize themselves with their parts prior to the demonstration. At the appropriate point in the program, ask the players to come forward and simply read their scripts while the rest of the group observes the interaction for various dos and donts that illustrate the learning points. Another non-threatening role play technique involves the trainer as one of the role players. Ask for a volunteer to come up front and assume the role of the other person. For example, in a Customer Service session, you want to demonstrate how to deal with an irate customer. You assume the role of the customer service representative and ask for a volunteer to play the irate customer who is returning a piece of merchandise for a full refund. The

employee (played by the trainer) is not permied to give a refund, only store credit. As the role play begins, the customer demands a refund. At this point, you stop the action and turn to the participants for coaching. When the action resumes, you as the employee follow the groups suggestions in responding to the customer. This stop-action technique is used several times throughout the role play. Trainers who want to promote interaction will often use open-ended questions to encourage participation. Although this technique is useful, its biggest aw is that generally a handful of people respond. Many trainers complain that the same people are answering all the questions or oering input. There are several techniques that will guarantee 100% audience response. Another way to get every person to respond is to use an active response system. Choose 4 or 5 questions or statements designed to get participants to express their opinions about a certain topic. For example, to introduce the topic of Managing Conict you might choose the following statements: Conict is inevitable. Conict increases during times of change. Conict can lead to either creative or dysfunctional results. Conict should be encouraged. You would ask participants to stand. As you display the rst statement, ask participants to remain standing if they agree with the statement and sit down if they disagree. Then ask a few people to explain why they agreed or disagreed before moving to the next statement. An alternative approach would be to ask participants to hold up cards with an A for agree and D for disagree.

Ques: Elaborate the advantages of On the job & off the job training methods. List out the training approaches with classification of training methods?

On the Job Training Methods

Job Rotation: In this method, usually employees are put on different jobs turn byturn where they learn all sorts of jobs of various departments. The objective is togive a comprehensive awareness about the jobs of different departments.Advantage employee gets to know how his own and other departments alsofunction. Interdepartmental coordination can be improved, instills team spir it.Disadvantage It may become too much for an employee to learn. It is not focusedon employees own job responsibilities. Employees basic talents may remain underutilized. Job Coaching:An experienced employee can give a verbal presentation to explainthe nitty-grittys of the job. Job Instruction:It may consist an instruction or directions to perform a particulartask or a function. It may be in the form of orders or steps to perform a task.

Apprenticeships:Generally fresh graduates are put under the experiencedemployee to learn the functions of job. Internships and Assistantships:An intern or an assistants are recruited toperform a specific timebound jobs or projects during their education. It may consista part of their educational courses.

Advantage of on the job

It is cost effective for the employer because the person continues to work whilst learning.Training time is reduced when compared to traditional off site learning. Structured OJT provides for evaluation of employee progress and supports ISO programs. It has been tested for techniques ranging from milking cows by hand to brain surgery. The US Air Force's Air University Academic Instructor School has found no faster teaching methodology for any specialty. Structured programs for training multiple trainers, and for in house training of new trainers exist and are available from numerous providers. These programs reduce the training times of unstructured OJT by more than 50% and reduce the perpetuation of less safe and more costly production techniques.

Off the Job Training Methods

Classroom Lectures: It is a verbal lecture presentation by an instructor to a large audience. Advantage It can be used for large groups. Cost per trainee is low. Disadvantages Low popularity. It is not learning by practice. It is One-way communication. No authentic feedback mechanism. Likely to boredom. Audio-Visual: It can be done using Films, Televisions, Video, and Presentations etc. Advantages Wide range of realistic examples, quality control possible,. Disadvantages One-way communication, No feedback mechanism. No flexibility for different audience. Simulation:creating a real life situation for decision-making and understanding theactual job conditions give it. Following are some of the simulation methods of trainings Case Studies:It is a written description of an actual situation and trainer issupposed to analyze and give his conclusions in writing. The cases aregenerally based on actual organizational situations. It is an ideal method topromote decision-making abilities within the constraints of limited data. Role Plays: Here trainees assume the part of the specific personalities in acase study and enact it in front of the audience. It is more emotionalorientation and improves interpersonal relationships. Attitudinal change isanother result. These are generally used in MDP. Sensitivity Trainings: This is more from the point of view of behavioralassessment, under different circumstances how an individual will behavehimself and towards others. There is no preplanned agenda and it is instant.Advantages increased ability to empathize, listening skills, openness,tolerance, and conflict resolution skills. Disadvantage Participants mayresort to their old habits after the training.

Programmed Instructions:Provided in the form of blocks either in book or ateaching machine using questions and Feedbacks without the intervention of trainer.Advantages Self paced, trainees can

progress at their own speed, strongmotivation for repeat learning, material is structured and selfcontained.Disadvantages Scope for learning is less; cost of books, manuals or machinery isexpensive. Computer Aided Instructions:It is extension of PI method, by using computers.Advantages Provides accountabilities, modifiable to technological innovations,flexible to time. Disadvantages High cost.

Advantages of Off-the-Job Training:

Trainers are usually experienced enough to train It is systematically organized Efficiently created programs may add lot of value

Ques: Explain the power & influence of trainer with the role & required skills for the same?
Communication and Reasoning Skills Logical reasoning:The ability to think logically, to analyze problems and identify logical solutions to them. Analyzing and displaying data visually:Skill at creating charts, graphs, illustrations, and other visuals that clearly convey the relationships among data points and communicate ideas and conclusions clearly in visual form. Finding creative alternatives:Being creative and innovative; the ability to see alternatives and solutions where others havent; skill at thinking outside the box. Probing:Skill at asking insightful questions that lead others to the heart of the problem or issue. Speaking conversationally:The ability to engage people in casual conversation; skill at conversing on a number of topics; being a skilled conversationalist. Conveying energy and enthusiasm:Bringing energy and enthusiasm to interactions and situations; being naturally energetic and engaged; the ability to get others energized. Listening:Skill at actively listening to others; being engaged in others when they are speaking and accurately hearing and retaining the essence of their thoughts.

Que: Explain the stages in OD approach of training & development? Explain the model with steps of succession planning process?
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency. OD theorists and practitioners define it in various ways. Its multiplicity of definition reflects the complexity of the discipline and is responsible for its lack of understanding. For example, Vasudevan has referred to OD being about promoting organizational readiness to meet changeand it has been said that OD is a systemic learning and development strategy

intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. It is worth understanding what OD is not. It not training, personal development, team development, HRD (human resource development), L&D (learning and development) or a part of HR although it is often mistakenly understood as some or all of these. OD interventions are about change so involve people - but OD also develops processes, systems and structures. The primary purpose of OD is to develop the organization, not to train or develop the staff. Organization Development Approach Organization Development (OD) is about improving performance at the individual, group, and organization levels. It is about improving the organization's ability to effectively respond to changes in its external environment, and its about increasing internal capabilities by ensuring the organizational structures, human resources systems, job designs, communication systems, and leadership/managerial processes fully harness human motivation and help people function to their full potential. Done well, such improvement can be transformationalproducing fundamental changes in the way individuals, groups, and organizations function. Human Synergistics International is a world leader in the field of data-driven changemeasuring and quantifying organizational behavior at the individual, group, and organization levels. Survey feedback, an integral part of the OD process, provides leaders and managers with research-based information on what is happening within the organizationbe it cultural norms, organizational systems, organizational climate, leadership and managerial approaches and their consequent impact, or the behaviors of key people throughout the organization. Such measurements must be based on solid, academically-respected research to help guide the process of change. Helpful feedback tools not only measure the current state, but also identify what needs to be focused on to improve effectiveness in terms of building on strengths and overcoming stumbling blocks. When people receive feedback based on a reliable and valid assessment that highlights what is helping and hindering effectiveness at the individual, group, and/or organization levels, then they can build strategies for improvement. The process is quite simple. Its built on a test-action-re-test approach. Whether at the individual, group, or organizational level, the process remains the samemeasure what is currently happening, develop strategies for change, implement these, and then re-test to evaluate the effectiveness of the change strategies.

Within this process, there is a set of key steps or phases that are essential to effective feedback and change:

Action, based on feedback, cannot be effective unless awareness and acceptance are first achieved. Acceptance cannot occur until awareness is achieved, so it is essential that the feedback process follows these steps in a facilitative, disciplined manner. Succession Planning Overview Succession planning is a strategic approach to ensure that necessary talent and skills will be available when needed, and that essential knowledge and abilities will be maintained when employees in critical positions leave. Succession planning has been identified in the Corporate HR Plan as a key initiative for addressing a number of critical human resource issues in the New Brunswick public service including:

An aging workforce Increasing turnover rates Fast-paced changes in work, and The need for a diverse workforce at all levels.

These tools will help to establish an integrated approach to succession planning, capacity building and renewal for the NB public service. Objectives

To identify and proactively plan for critical work force positions, by developing a pool of potential successors and encouraging a culture that supports knowledge transfer and employee development. To build human resource programs that attract and retain qualified individuals to the NB public service. To implement a framework that identifies the competency requirements of critical positions, assesses potential candidates and develops required competencies through planned learning and development initiatives.

Guiding Principles Succession planning must respect the legislative and policy provisions that ensure a consistent and equitable approach to competency-based selection and the principle of merit. The following guiding principles apply to succession planning:

Supports the five fundamental values of the New Brunswick public service: Integrity, Respect, Impartiality, Service and Competence. Conducted in accordance with the Civil Service Act, its regulations and the policies established by the Board of Management. Strikes a balance between the values of fairness, accessibility, transparency, and efficient use of government resources for current and future needs. Aligned with current and future business needs of government and departmental/agency strategic plans; Aligned with the goals of the Corporate HR Plan and the Executive Development Strategy to develop current and aspiring leaders; Candidates are assessed using methods that are competency-based and free from favoritism; Communication is open and transparent.

Succession Planning - A 5 Step Process Step 1: Identify critical positions Critical positions are the focus of succession planning efforts. Without these roles, the department or agency would be unable to effectively meet its business objectives. Workforce projection data or demographic analysis is essential in identifying risk areas. A risk assessment may also be conducted and compared to current and future vacancies to identify critical positions within your organization. Step 2: Identify competencies A clear understanding of capabilities needed for successful performance in key areas and critical positions is essential for guiding learning and development plans, setting clear performance expectations, and for assessing performance. By completing the process of competency or position profiling within your organization, current and future employees gain an understanding of the key responsibilities of the position including the qualifications and behavioural and technical competencies required to perform them successfully. Step 3: Identify succession management strategies Now that critical positions have been identified and have been profiled for competencies, the next step is to choose from a menu of several human resource strategies, including developing internal talent pools, onboarding and recruitment to address succession planning. Step 4: Document and implement succession plans Once strategies have been identified, the next step is to document the strategies in an action plan. The Succession Planning: Action Plan provides a mechanism for clearly defining timelines and roles and responsibilities. Step 5: Evaluate Effectiveness To ensure that the department or agencys succession planning efforts are successful, it is important to systematically monitor workforce data, evaluate activities and make necessary adjustments.

Que: Explain the need, principles, objectives & approaches of Evaluation of training?

Training and development is vital part of the human resource development . It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customers expectation of quality and service and a subsequent need to lower costs. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers. Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de-skilling 75 % of the population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs. They are trained in everything from sexual harassment policies to the necessary job skills. The need for Training and Development Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things. The following are the two biggest factors that contribute to the increased need to training and development in organisations: 1. Change: The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver. 2. Development: It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enrol himself / herself in a course on self awareness, which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important.

THE THREE PRINCIPLES OF TRAINING Training to improve an athlete's performance obeys the three principles of training, summarised here. 1. Specificity 2. Overload 3. Reversibility Specificity

To improve the range of movement for a particular joint action, you have to perform exercises for the specific mobility requirements of a given event. The coach can analyse the technique of his/her event, identify which joint actions are involved and determine which need to be improved in terms of the range of movement. A thrower, for example, might require improvements in his/her shoulder and spine mobility. A hurdler might need to develop his/her hip mobility. The amount and nature of the mobility training required by each athlete will vary according to the individual athlete's event requirements and his/her individual range of movement for each joint action. It may be necessary to measure the range of movement for particular joint actions to determine the present range and future improvement. Specificity is an important principle in strength training, where the exercise must be specific to the type of strength required, and is therefore related to the particular demands of the event. The coach should have knowledge of the predominant types of muscular activity associated with his/her particular event, the movement pattern involved and the type of strength required. Although specificity is important, it is necessary in every schedule to include exercises of a general nature (e.g. power clean, squat). These do not relate too closely to the movement of any athletic event. They do, however, give a balanced development, and provide a strong base upon which highly specific exercise can be built. When an athlete performs high velocity strength work, the force he/she generates is relatively low and therefore fails to stimulate substantial muscular growth. If performed extensively the athlete may not be inducing maximum adaptation with the muscles. It is important therefore for the athlete to use fast and slow movements to fully train the muscles. Overload When an athlete performs a mobility exercise he/she should stretch to the end of his/her range of movement. In active mobility the end of the range of movement is known as the active end position. Improvements in mobility can only be achieved by working at or beyond the active end position. Passive exercises involve passing the active end position, as the external force is able to move the limbs further than the active contracting of the protagonist muscles Kinetic mobility exercises use the momentum of the movement to bounce past the active end position A muscle will only strengthen when forced to operate beyond its customary intensity. The load must be progressively increased in order to further adaptive responses as training develops and the training stimulus is gradually raised. Overload can be progressed by increasing these factors: 1. 2. 3. 4. The resistance e.g. adding 5kg to the barbell The number of repetitions with a particular weight The number of sets of the exercise (work) The intensity- more work in the same time, reducing the recovery periods

Reversibility Improved ranges of movement can be achieved and maintained by regular use of mobility exercises. If an athlete ceases mobility training, his/her ranges of movement will decline over a

period of time to those maintained by his/her other physical activities. When training ceases the training effect will also stop. It eventually gradually reduces at approximately one third of the rate of acquisition. Athletes must ensure that they continue strength training throughout the competitive period, although at a much reduced volume, or newly acquired strength will be lost Objectives of Training

1. To impart basic knowledge and skill to new entrants required for intelligent performance of definite task in order to induct them without much loss of time.

2. To assist employees to function more effectively by exposure of latest concepts information and techniques and development of skills required in specific fields including production, purchase, marketing, logistics, information technology etc.

3. To broaden minds of supervisors. Sometimes, narrowness of outlook may arise in supervisors because of specialization. In order to correct this narrowness they are provided with opportunities and interchange of experience.

4. To build second line of competent employees and enable them to occupy more responsible positions as situation emerge.

5. To prepare employees to undertake different jobs in order to enable redeployment and maintain flexibility in workforce so that ever changing environment of market can be met and downturns can be managed without loosing experienced employees.

6. To provide employees job satisfaction, training enables an employee to use their skill, knowledge and ability to fullest extent and thus experience job satisfaction and gain monetary benefits from enhanced productivity.

7. To improve knowledge, skills, efficiency of employees to obtain maximum individual development.

8. To fulfill goals of organization by securing optimum co-operation and contribution from the employees.

Que: Explain Phillips five level returns on investment framework to evaluate the impact of training?

Phillips Five Levels of Evaluation Jack Phillips five level evaluation framework builds on the work of Donald Kirkpatrick. This article provides a brief overview of all five levels. Jack Phillips approach to the evaluation of learning activities builds on the work of Donald Kirkpatrick. He openly credits Kirkpatrick with developing the first four levels of his own framework for evaluation. While he has renamed the levels slightly, they are the same for all intents and purposes. The significant difference is that Phillips has added a fifth level to capture return on investment. Level 1: Reaction, satisfaction and planned action Measures the extent to which the participants enjoyed the learning experience and establishes how they plan to apply their learning. Level 2: Learning Measures the extent to which the participants have increased their knowledge and improved their skill levels. Level 3: Application and implementation Measures the extent to which the participants have applied to their working practice what they learned from the learning event. Level 4: Business impact Measures the results that the participants have achieved as a result of applying what they learned from the learning event. This would include measures such as output, quality, cost, time, customer satisfaction and employee satisfaction. Level 5: Return on investment Measures the level of monetary benefit and the overall cost of the learning event and then compares the two. Usually expressed as a percentage or cost benefit ratio.

Que: What are the major hurdles in CB analysis? How do you calculate training cost? How do you measure training benefits?
A cost benefit analysis is done to determine how well, or how poorly, a planned action will turn out. Although a cost benefit analysis can be used for almost anything, it is most commonly done on financial questions. Since the cost benefit analysis relies on the addition of positive factors and the subtraction of negative ones to determine a net result, it is also known as running the numbers.

Cost Benefit Analysis A cost benefit analysis finds, quantifies, and adds all the positive factors. These are the benefits. Then it identifies, quantifies, and subtracts all the negatives, the costs. The difference between the two indicates whether the planned action is advisable. The real trick to doing a cost benefit analysis well is making sure you include all the costs and all the benefits and properly quantify them. Should we hire an additional sales person or assign overtime? Is it a good idea to purchase the new stamping machine? Will we be better off putting our free cash flow into securities rather than investing in additional capital equipment? Each of these questions can be answered by doing a proper cost benefit analysis. Example Cost Benefit Analysis As the Production Manager, you are proposing the purchase of a $1 Million stamping machine to increase output. Before you can present the proposal to the Vice President, you know you need some facts to support your suggestion, so you decide to run the numbers and do a cost benefit analysis. You itemize the benefits. With the new machine, you can produce 100 more units per hour. The three workers currently doing the stamping by hand can be replaced. The units will be higher quality because they will be more uniform. You are convinced these outweigh the costs. There is a cost to purchase the machine and it will consume some electricity. Any other costs would be insignificant. You calculate the selling price of the 100 additional units per hour multiplied by the number of production hours per month. Add to that two percent for the units that aren't rejected because of the quality of the machine output. You also add the monthly salaries of the three workers. That's a pretty good total benefit. Then you calculate the monthly cost of the machine, by dividing the purchase price by 12 months per year and divide that by the 10 years the machine should last. The manufacturer's specs tell you what the power consumption of the machine is and you can get power cost numbers from accounting so you figure the cost of electricity to run the machine and add the purchase cost to get a total cost figure. You subtract your total cost figure from your total benefit value and your analysis shows a healthy profit. All you have to do now is present it to the VP, right? Wrong. You've got the right idea, but you left out a lot of detail. (i)Major Hurdles in Cost-Benefits Analysis

Major Hurdles in cost-benefit analysis includes; 1. Training is an enabling function and in times of crisis it is too late to start training. Training operates on a long time scale than other investments. Management struggling for survival in the short

run expect visible results whereas lead time for training is comparatively high and therefore it is difficult to measure the returns immediately after training.

2. Training is an investment in creating human capital. If a company spends a lakh rupee on purchase of furniture, it is tangible visible capital asset. The same invested in people is locking up money which is dangerously portable if trained people walk out of the organization. 3. Similarly measuring results are fraught with difficulties. A company wanting to promote its sales trains its sales personnel and then sets to compare their after training sales. Can the increase in sales be attributed to training and/or other factors contributing simultaneously to that situation. Logically one will compare the trained managers market performance with those not trained, but the outcome again can be attributed to other organizational factors. (ii)Calculating Training Costs Costs are charges incurred for training and can be divided to: * External Training Course Costs including o The fees charged to the organization by the trainer o The cost of travelling and accommodation involved o Costs incurred by the organizations staff in connection with arrangements for the trainees attendance o The trainees time o Loss of production as a result of the trainees absence

Que: Explain in detail the four basic reinforcement strategies employed in encouraging desirable behaviour& discourage undesirable behaviour?
Positive Reinforcement of Undesirable Behavior Behaviors As it relates to first responders operating in emergency situations, their behaviors can be classified into one of two categories: Desired and undesired. Desired behaviors are those rooted in safety and best practices. Hopefully these are the behaviors taught during basic training and reinforced during on-going training and promoted during emergency responses. Undesired behaviors are those rooted in unsafe behaviors and practices. These can be taught in training or can develop over time as a result of drifting away from best practices. Reinforcement Behaviors are encouraged or discouraged with reinforcement. Reinforcement can be positive (i.e., providing something desirable or withholding something undesired) or negative (i.e., withholding something desired or providing something undesired). Marrying up behaviors and reinforcement

Behaviors (both positive and negative) are influenced by reinforcement (both positive and negative). Let me provide you with a few examples of how how these concepts marry up. Positive reinforcement of desired behavior: A first responder performs tasks safely and consistent with best practices and is publicly acknowledged and recognized by a supervisor for the behavior. Negative reinforcement of undesired behavior: A first responder performs tasks that are unsafe and inconsistent with best practices and is privately counseled with a warning that continuing the undesired behavior will result in a punitive consequence. Negative reinforcement of desired behavior: A first responder performs tasks safely and consistent with best practices and is admonished or ridiculed by a supervisor for performing the task with a primary consideration for personal safety. Positive reinforcement of undesired behavior: A first responder performs a task that is unsafe and inconsistent with best practices and a supervisor who is aware of the behavior fails to address it. What we allow, we condone It is the last of these four psychological principles that I want to address, the positive reinforcement of undesired behavior. Supervisors who chose to take the easy route, shirking their responsibilities and obligations to the organization will not address situations when subordinates perform unsafe acts, inconsistent with best practices. Choosing popularity over accountability Some supervisors feel their effectiveness is measured by their popularity. An effective supervisor does not, by the nature of the position, need to be adversarial. But the supervisor has a role to play and that role should be first, and foremost, ensuring the safety and well-being of subordinates. Accountability trumps popularity.

Que: Explain training audit with levels, benefits & steps in training audit model? Raining and Development Audit process
Key Points

A Training & Development Audit is undertaken each year on a random selection of members Members are obliged by the Regulations to respond to an audit request All full-fee paying members and affiliates are obliged to meet the Training and Development requirements. A random selection of those full-fee paying members and affiliates is made each year for the Training and Development audit. Once selected, the audit will proceed as follows: Step One Once selected for a Training and Development audit, members will be sent an Audit Selection Advice letter and email, asking them to provide their Training & Development records. The Regulations state you must respond to such a request from the Institute.

Step Two Once your response has been received, a member of the Professional Standards team will review your Training & Development details. If you have satisfied the Training & Development obligations, you will receive written confirmation of compliance. If there is a shortfall in your Qualifying Hours, you will be contacted by Professional Standards to discuss the matter further. Similarly, a request for exemption will be reviewed and a response confirming the exemption, or requesting more information, will be despatched. How to Audit Employees Step 1 Review the employee personnel files to determine if they contain documentation related to eligibility to work in the United States, as well as signed acknowledgments that indicate employees received copies of workplace policies, employee handbooks and that they have emergency contact information on file. An emergency contact can be extremely useful in case of a workplace injury when someone from the human resources department needs to contact someone on behalf of the employee. Step 2 Compare the employee's job description to the actual tasks the employee performs in the regular course of his or her job. Whenever an employee is assigned a new task or asked to perform another job function, the employee's supervisor and a human resources staff member should update the job description so it accurately reflects the employee's job responsibilities. Step 3 Review payroll records to determine whether employees are properly classified as exempt or nonexempt and if your payroll department is accurately processing overtime pay, when applicable. Examine compensation records to ensure employees are being paid equal wages for comparable work and that there's parity related to compensation for similar job functions throughout your organization. Step 4 Obtain copies of employee benefit package information. Review the selections offered to employees for group health plan coverage, including vision and dental plans, life insurance and long-term care insurance policies. Ensure your benefits specialist maintains accurate records concerning employee benefits and audit employment files that are protected under the Health Insurance Portability and Accountability Act, or HIPAA. Step 5 Talk to supervisors about the department's staffing levels. Although auditing individual employee files and job descriptions are helpful, another component of auditing employees includes reviewing staffing models to measure the functionality of the company's various departments. For example, when production demands grow, so should the staffing levels within each department unless the company develops alternative methods to meeting production demands without hiring additional staff. Step 6 Examine training and orientation records to ensure employees receive up-to-date orientation and training on company policies, work processes and organizational structure. New employee orientation and regular training is fundamental to providing employees with the necessary tools to meet the company's expectations. In addition, leadership training ensures your supervisors and managers are comfortable with the performance management system and are capable of providing feedback to employees on a regular basis.

Step 7 Obtain workplace safety logs and records pertaining to your company's safety program to determine whether employees follow procedures related to complex machinery, dangerous equipment or hazardous materials. Update employee personnel files with certificates of training for workplace safety measures and update your leadership training materials with current information on the organization's safety and risk management tools.

Benefits Of Auditing Our main aim is to provide world class services to our clients in order to make our clients achieve business excellence. Key benefits of Auditing Services:

Business is able to get a rare glimpse of the service and offerings from customers perspective. Audits acts as a very good training and observation tool for managers. Audits acts as accountability tool for managers. Audits provides unbiased, objective image of your offerings and services at any given time. Audit results coupled with appropriate training and feedback delivery is received more favorably than traditional monitoring by management. Audits perceived to be peers review rather than hierarchy in chain of command. Audit observations when delivered constructively, give the staff members a slice-of-life approach to viewing their own actions and behavior. Audit results can be used very effectively for reward and recognition program for delivery personnel.