Training and

development :
an overview
Kamal Uddin Ahmed
NSU

Ph.D.

MBA HRM # 603, 06 May

2016

Text book

P. Nick Blanchard and

James
W.
Thacker,
Effective
Training

Systems,
Strategies,
nd
and Practices, 2
ed.,
New
Delhi,
Pearson
Education, 2004

What it means
Training

is the act of
increasing skills and
knowledge of an employee
for doing a particular job
Edwin B. Flippo

training

Enables an organization to adapt to

changing conditions and to be more
effective in the marketplace
Structured as a continuous
performance improvement process
Integrated with other systems and
business strategies

Process

A training program emerge from a

Training Process

Identification of performance improvement

opportunities and analysis of what caused
the opportunity to exist
Identification of alternatives and selection
of the best possible solution
Design and implementation of the solution
Evaluation of results

useless training
Training of any sort cannot
benefit an organization
Unrelated to the needs of the
company and the employees
being trained
Incremental value not over cost

training attributes
Training can provide knowledge
and skills to perform more
effectively
Prepare to meet the inevitable
changes

however, training is only an

opportunity for learning,
what is learned depends on
many factors, such as
Design and implementation of
training
Motivation and learning style of
trainees
Learning climate of the organization

Changing demographics
Aging

of population
Lower birth rate
Older workers retire and fewer younger
workers with appropriate knowledge and
skills are available to take their place.
Severe shortage of skilled manpower in the
near future
Companies must maintain competency level
Training is a tool for this task

Knowledge workers
Value of the Products Services determined more by
knowledge of the workforce rather than by physical
labours
Widespread use of PCs has given rise to a new
trend, creating a new economy.
Repetitive and dangerous jobs by robotics
Significant drops in union membership-conflicting
strategy
Economic pressure, consumer demand for quality
Staffed with employees who are :
more committed to quality,
show good judgment,
are knowledgeable and
demonstrate multiple competencies.

Concepts

Learning : permanent change in cognition

(understanding and thinking) that results from
experience and that directly influences behaviour.
Learning outcomes
:
KSA

Abilities : general capacities related to performing a set

of tasks that are developed over time as a result of
heredity and experience
Skills : general capacities to perform a set of tasks
developed as a result of training and experience
Skills as being psychomotor (behavioural) in nature,
while abilities are categorized as cognitive.
Knowledge : facts people learn and the strategies they
learn for using those facts, all cognitive in nature.
Attitudes are easy to distinguish from knowledge or
skills.
Attitudes influence behaviour and that they are learned
(learning outcome)

Skill based Learning

Compilation

Automaticity

Learning

Cognitive
Knowledge

Declarative knowledge

Procedural knowledge

Strategic knowledge

Attitudinal
Learning

Affect/Feelings

Classification of Learning outcomes

Knowledge elements

Declarative knowledge

The information we acquire and place

into memory .
Persons store of factual information
about a subject matter.
Facts : verifiable blocks of information.

Knowledge

Procedural Knowledge
How information is organized
for use into what we already
know.
Persons understanding about
how and when to apply the
facts already learned

Knowledge

Strategic knowledge

Our understanding of how, when and why

information is used and is useful
Used for planning, monitoring and revising goal
directed activity. Require acquisition of two lower
levels of knowledge (facts and procedures).
Persons awareness of what he knows and the
internal rules learned for accessing the relevant
facts and procedures to be applied for achieving
some goal.
When strategic knowledge is the focus of
training or education it is called learning how to
learn program.

Concepts and meanings:

Skills
Capacities needed to perform a set of
tasks that are developed as a result of
training and experience. Skills are
dependent on knowledge on the sense
that the person must know what to
do and when to do it. A skill is a
proficiency
at
doing
something,
beyond just knowing about it.

Attitude
Employee beliefs and opinions that
support or inhibit behavior. The
beliefs and the opinions the person
holds about objects and events (such
as
management,
unions,
empowerment and training) create
positive or negative feelings about
those objects and events

Competency

a broad grouping of
knowledge,
skills
and
attitudes that enable a
person to be successful at
a number of similar tasks

Training and Development

Training is often described as focusing on

the acquisition of KSAs needed to perform
more effectively on ones current job.

Development is used by many to refer to

the acquisition of KSAs needed to perform
in some future job. We use the term
training and development here to refer to
distinct but related aspects of learning

Training and Development

Training is a set of activities and

development is the desired outcomes
of the activities
Training is the systematic process of
providing an opportunity to learn KSAs
for current or future jobs; development
refers to the learning of KSAs
training provides the opportunity for
learning, and development is the result
of the learning.

Education
Typically
differentiated
from
training and development by the
types of KSAs developed. Training
is generally focused on jobspecific KSAs and education
focuses on more general KSAs,
related (but not specifically
tailored) to a persons career or
job.

Challenges

Increasing demands to
demonstrate results in terms of
ROI
Changing

demographics,
Steadily increasing
competitiveness of the
marketplace
High demand for and short supply
of knowledge workers
Customer demand for High quality
products and services

Thanks
for your
patience