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TRAINING & DEVELOPMENT

COVERAGE
Employee Orientation Definition of Training and Development Systems Model of Training and Development Training Need analysis Training Design Training Methods Training Evaluation Career development

TRAINING

According to Michael Armstrong Training is the systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or job.

It is an essential part of the orientation program.

OBJECTIVES OF TRAINING
Improving performance Updating employee skills Avoiding managerial obsolescence Preparing for promotion & managerial succession Retaining and motivating employees Creating an efficient and effective organization

TRAINING AND DEVELOPMENT AND OTHER HRM FUNCTIONS


Availability of training can aid in recruitment Provide an additional source of trainees Effective selection may reduce training needs

Recruitment

Training may permit hiring less-qualified applicants


Training aids in the achievement of performance Training and development may lead to higher pay Training may include a role for the union

Selection Performance Appraisal Compensation Management Labor Relations

A basis for assessing training needs and results


A basis for determining employees rate of pay Union cooperation can facilitate training efforts

AREAS OF TRAINING
Company Policy and Procedures Skill-based Training Human Relations Training Problem Solving Training

Types of Training

On-the-Job Training

Off-the-Job Training

Job Instruction

Apprenticeship & Coaching

Job Rotation

Committee Assignments

Classroom Lectures

Simulation Exercises

Programmed Instructions

Case Method

Experiential Exercises

Computer Modeling

Vestibule Training

Role Playing

TRAINING METHODS
Informational methods Lectures: traditions one way information exchange Audio and video media: films, videos, slides, overheads, audiotapes, flipcharts, and chalkboards Self-directed learning methods: Self-study: requires trainee to read and synthesize and remember content of the written materials Programmed instructions: self paced study of books using technical or nontechnical means

Specify what to be learned Break down into small parts Present each step until it is learned Test the trainees learning Give immediate feedback Test the skill or knowledge acquired

TRAINING METHODS
Experiential methods On-the job training (OJT): Experienced worker shows the new employee how to perform the job. Trainer may watch over the trainee to provide guidance during practice or learning
Apprenticeship program: trainee follows a prescribed order of coursework and hands on experience Job rotation: Involves moving employee from one job to another to broaden their experience

TRAINING METHODS
Computer-Based training (CBT): Use of computers to deliver training CD-ROM: superior way to handle complex video, audio and graphics Chunking: chopping computer-based training into smallest parts and sending them through network so that learners receive just the instructions they need when they need Computer assisted instructions: trainees directly interact with computers to actually learn and practice new skills Electronic training-delivery media: involves multimedia training featuring text, graphics, sound, pictures, videos, simulations and hyper text links that enable trainees to structure their own learning experiences

TRAINING METHODS
Distance Learning Programs: Enable trainees to access high quality education through correspondence, internet, VSAT etc Equipment simulation: involves machines and equipments systems designed to reproduce physiological and psychological condition of the real world that are necessary for learning and transfer of skills Games: requires the trainees to assume roles in the complex work situations and take decisions and solve problems

TRAINING METHODS
Case analysis: trainees read case reports and analyze problems and take decisions with limited information in a non threatening situation Role-Playing: trainees act out roles and perform the behavior required in those roles Behavior modeling: based on Banduras theory of social learning involving four phases:

Attention watching someone performing the behavior Retention processes to help retain what is observed Motor reproduction using role-plays practice new behavior Motivation receive feedback on behavior performed

DEFINITION: TRAINING AND DEVELOPMENT


Training: Planned organizational activity, designed in response to identified needs to impart knowledge, skills, attitudes or behavior to current employees to improve performance in the current job Development: Planned organizational activities designed to give current employees learning opportunities for growth. Not limited to improving employees performance on the current job

SYSTEMS MODEL OF TRAINING


NEED ASSESSMENT
Need Analysis Organization Task and job Person

DEVELOPMENT

EVALUATION
Training Outcomes Reactions Learning Behavior Change Organizational results

Derive Instructional Objectives

Choose evaluation design

Design learning environment by examining Characteristics of adult learner Learning principles Identify and develop training materials and methods

Conduct Training Conduct evaluation and cost effectiveness

PHASES OF TRAINING
Phase 4: EVALUATION Phase 3: IMPLEMENTATIO N On-the-job Phase 2: methods DESIGN Off-the-job Instructional Phase 1: methods objective NEED Trainee readiness Management ASSESSMENT Development Organization analysis Task analysis Person analysis Reaction Learning Behavior (Transfer) Results

NEED ASSESSMENT
DATA SOURCES USED IN TRAINING NEED ANALYSIS
Organizational Analysis
Organizational Goals and objectives Resource utilization Skill inventories Organizational climate indexes Organizational strengths & weakness

Job/Task analysis
Job descriptions Job specifications Performance standards Performing the job Asking questions about the job Training committees Analysis of operating problems

Person analysis
Performance appraisal data Interviews Questionnaires Tests Attitude surveys Assessment centers Critical incidents

DESIGN
Instructional Objectives Describe the performance the trainees are expected to be able to exhibit at the end of the program Well-written and should contain:

Observable actions Measurement Conditions of performance

After training, the employee will be able to smile at all customers even when exhausted or ill, unless the customer is irate

After training, the employee will be able to calculate manpower demand using multiple regression analysis correctly 100 percent of time

DESIGN
Need for instructional objectives Help trainer to identify criteria for evaluating training program Direct trainers to focus on specific issues and content Guides trainees by specifying what is expected of them at the end of the training Makes training department more accountable and more clearly linked to other HR activities

DESIGN
Trainee readiness

Gaining support of trainees and their supervisors


Trainees point out intrinsic (personal growth) and Extrinsic (salary, promotion) benefits of attending training program Supervisors and coworkers involve them in devising training content, methodology, location time etc.

Trainability
Ability skills and knowledge prerequisite to master the materials assessed from work samples) Motivation Desire or motivation to learn assessed from involvement in the current job and career planning etc

EVALUATION
Types of criteria for training evaluation Reaction: trainees attitude towards the training program, instructor, facilities and so forth Learning: changes in knowledge by trainees or level of knowledge reached after training Behavior: changes in job performance or level of job performance reached after training Results: changes in organizational measures (e.g., productivity, turnover, absences) due to training ROI: monetary value of the result (benefits of training cost of training expressed as a percentage)

EVALUATION
Reaction Designed to assess trainees opinions regarding the training program Training reaction questionnaire is used to assess the reaction Reactions on trainers, content, training resources and training environment are elicited Favourable reaction does not guarantee that learning has occurred but useful to know about other aspects of the training program

EVALUATION
Learning Assess the degree to which trainees have mastered the concepts, knowledge, and the skills of the training Measured by paper pencil test, performance test, simulation exercises Measure should be designed to sample the content of the training program Measurement should be made before and after the training program to determine the effect of training

EVALUATION
Behavior/Performance Measure transfer of training effect Measured using performance evaluation system 360 degree feedback system Supervisors opinion on employees performance and behavior

EVALUATION
Organizational Results Examine the impact of training on the work group or entire organization Before and after data on productivity, turnover, absenteeism, accidents, grievances, quality improvement, scrap, sales and customer satisfaction Careful design and data collection strategies are required to establish the relationship

EVALUATION
Assessing the cost and benefits of training ROI and utility analysis Cost of training

Need assessment cost, Training designer cost (salaries and benefits), Purchase of equipment and media, Program development cost, Evaluation cost, Trainers cost, Facilities rentals, Trainees wages during training, Travel, lodging, meals during training Dollar payback associated with the improvement in performance due to training

Benefits of training

ROI (%) = (Net program benefits / Program cost) x 100

SPECIAL TRAINING PROGRAMS


Training for teams: How to work more effectively and efficiently in teams Team building Problem solving Running effective meetings Managing productivity Appraising team members performance Managing conflicts Information technology training:
Training on sophisticated hardware and software

Diversity awareness training: Changing attitudes and stereotypes Reducing conflicts Improving communications Work relationships Enhancing creativity

SPECIAL TRAINING PROGRAMS


Sexual harassment training: Definition of sexual harassment Procedure for reporting sexual harassment Investigating claims and protecting whistleblowers Punishment of offenders Training for international assignments: Cross cultural awareness Skills needed for international assignments Language Social customs Cultural values Codes of conduct Motivation and reward system in host country

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