Reid Allen S. Ugsang, Ed.D.

Student
Discussant
DEFINITION OF TRAINING
Training and Development are not
synonymous terms.

Training is a process of learning through a
sequence of planned and programmed
behavior. It tries to improve present job
performance and prepare employees for
future or intended performance.
TRAINING is therefore :
a short term process.
an activity based concept.
skills are learned, unlearned or
relearned.
the aim is to enhance individual
effectiveness on the job.
It involves practical application of
programmed knowledge.

DEVELOPMENT is a wider term than training, that
has job specific as well as culture specific
improvement methods.

Therefore DEVELOPMENT involves:
Personality development
Essentially a thought based concept
A long run intervention
Relates individuals to the organization in terms of
goals, skills, attitudes, behaviors and values.

DEFINITION OF DEVELOPMENT
TRAINING and DEVELOPMENT
Training aims to improve employees
current work skills and behaviour,

whereas development aims to increase
abilities in relation to some future
position or job.

IN A WAY TRAINING IS A PART OF DEVELOPMENT.
WHY IS TRAINING AND DEVELOPMENT
BECOMING AN INCREASINGLY IMPORTANT
ISSUE?
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Increasing importance of product and
service quality (Collin, 2001 and Mabey & Salaman, 1995)
Flexibility (Crofts, 1995 & Hyman, 1996)
New technology (Hyman, 1996)
Downsizing and delayering in lean
organizations (Hyman, 1996)
Employee commitment (Hyman, 1996 & Holden,
2001)
Skills and labor shortages

Training Needs Assessment
Before undertaking training
programmes, organization should
make a thorough assessment about
the actual need of undertaking
training programmes.
Three types of analyses are used
to ascertain training needs.

1. Organizational Analysis

2. Job Analysis

3. Person Analysis
Organizational Analysis
Organizational Analysis answer
the question WHERE the training
emphasis should be placed in
organization.

Job Analysis
Job Analysis tries to answer what
should be taught so that the job
can be efficiently performed.
KASOCs are effectively addressed in
the training programmes.
Person Analysis
Person Analysis tries to answer who
needs training in what areas and in
what depth. Altered skills, attitudes,
behaviors and values can be focused
upon in the training programmes.
FINAL STAGE
After the compilation of the three analysis,
objectives for the training programmes can
be derived.

Hence on the one hand training need
assessments help to develop the right
person for the right job. On the other
hand, training helps employees to become
what they wish to be.



Training Dollars Spent On
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Source: Tammy Galvin, The People, Training 38, no. 10 (October 2001): 5864.


Training methodology/Training Tools
Three main methods of imparting
training are:

1. Didactic Method
2. Participative Method
3. Simulation Method
Didactic Method
Lecture
Seminars
Programmed Learning
Participative
Case Studies
Syndicates
Sensitivity Analysis

Simulation Method
Business Games
Role Play
In-Basket Exercises
Fish Bowel
The Lecture Method
Oldest tool
Can be very powerful
Both the trainer and trainee is
committed
Most effective when an exam is involved
Seminars
Panel Chosen few experts discuss
specific topics.

Round Table- Experts exchange views
with a clear goal in mind.
Participative Methods.
Case Study:

- Scenario to be analyzed for learning.
- Linking theory to practice through
example
Syndicate Method (Participative)
This means working in a small group to
achieve a particular purpose. It is designed to
provide an environment to help a participant to
:

- Critically reflect on his own work and
experience.
- Update his knowledge of new skills and
concepts with the help of co-participants.
- Learn to work in teams where members have
divergent skills but convergent goals.
A syndicate is usually a group of 10.
Is functioning as a team to complete an
assignment.
Each syndicate is placed under a
directing staff.
Each syndicate has to submit a report
that is circulated to other syndicates.
Chairman of each syndicate makes a
formal presentation of the views of his
team.
Business Games (Simulation Method)
Business games are classroom
simulation exercises in which teams of
individuals compete against one
another or against an environment in
order to achieve a given objective.
These games are designed to be
representative of real life condition.
Under these an atmosphere is created
on which the participants play a
dynamic role and enrich their skills
through involvement.
Business Games assumes that the maturity,
Knowledge and experience of the participants
are high.

Advantages of Business Games are:
1. It aids innovation,
2. Learning is very effective,
3. Helps bringing about a change.

In-Basket exercises (Simulation method)
A simulation of a managers workload on a
typical day.

It stresses on:

1. Time Management.
2. Setting Priorities.
3. Delegating Duties.
Positive and negative aspects of In-Basket
exercises:
(-) Difficult to administer unless trainer
has managerial experience.


(+) It enhances managerial skills like
delegation, initiative taking and
planning.

(-) These exercises are individualistic and
non-interactive .

(+) Highly adaptive, focused and reality
based learning.
Fish Bowl Exercise (Simulation Method)
Another experiential method of training
involving the active participation of trainees to
enhance their learning experience.

It is essentially used in providing skills in
understanding human behavior.

It effectively uses group interaction to develop
in the participants a degree of self awareness.

It inculcates the discipline of observing
others.
To learn about oneself through the eyes
of others.

- In order for the exercise to be effective
the the number of participants in the
group should be 24.

TASK ROLES
BUILDING ROLES SELF CENTRED ROLES
Initiator
Information/Opinion
Seeker
Information/Opinion
Giver
Clarifier
Coordinator
Orientor

S
Supporter
Harmonizer
Tension Reliever
Encourager
Blocker
Recognition Seeker
Clown
Dominator
Aggressor
TRAINING TOOL
Generic Type
Ideal Target
Participants
Didactic

Participative


Simulation
Training Tools
Lecture
Seminar
Programmed Learning
Case Studies
Syndicate Groups
Sensitivity Training
Large Audiences
Mature Audiences
Self Motivated learners

Managers
Subset at a seminar
or conference
Matured Managers

Business Games,Role Play,In
Basket Exercises, T.A, Fish
bowl exercise
Strategists, Junior
Manager, Middle level
Mngr,Sr.Mngr,
Junior-Middle level
Mngr
Training Aids
Chalk and talk
Over head Projector
Power Point
Management Films
Training Methods for Management
Development
On-the-Job Experiences
Seminars and Conferences
Case Studies
Management Games
Role Playing
Behavior Modeling
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Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
On-the-Job Experiences
Coaching
Understudy Assignment
Job Rotation
Lateral Transfer
Special Projects
Action Learning
Staff Meetings
Planned Career Progressions
36
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
Case Studies
The use of case studies is most appropriate
when:
Analytic, problem-solving, and critical thinking skills
are most important.
The KSAs are complex and participants need time to
master them.
Active participation is desired.
The process of learning (questioning, interpreting,
and so on) is as important as the content.
Team problem solving and interaction are possible.
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Role Playing
Successful role play requires that instructors:
Ensure that group members are comfortable with
each other.
Select and prepare the role players by introducing a
specific situation.
To help participants prepare, ask them to describe
potential characters.
Realize that volunteers make better role players.
38
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
Behavior Modeling
Behavior Modeling
An approach that demonstrates desired behavior
and gives trainees the chance to practice and role-
play those behaviors and receive feedback.
Involves four basic components:
Learning points
Model
Practice and role play
Feedback and reinforcement
39
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
Some Typical Costs and Benefits of
Training
Human Resource Management 11e
Robert L. Mathis AND John H. Jackson
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