Designing & Implementing

Training
Programme
Global Model of the Management Development Cycle

Needs Objective Programme

Assessment Design
Setting
1 3
2

Evaluation & Programme

Follow Up Implementation
5 4

2
Steps in Systems Approach to Training

Evaluation

Implementation
Sessions Designs

Setting Objectives

TNA

Trainee Analysis

Job Analysis PARAMJIT SHARMA 3

System Approach to Training Programmes

Job Analysis

Trainee Analysis
Training Needs
Assessment
TNA

Setting Training
Objectives Designing
Designing Training
Sessions Curriculum

Implementation
Conducting Training Course
Evaluation
and Examine Results
Few Definitions

Job-One or more duties which require

the services of one employee to perform

Duty-A significant segment of work performed

in a job ,usually comprising several Tasks

Tasks-identifiable work activity which comprises

a logical & necessary steps in performance of a
duty
PARAMJIT SHARMA 5
 Few Definitions

Job Description- Organised, factual Statement

of duties of a specific Job

Job Specification-Statement of Minimum

acceptable Human Qualities necessary to
perform a job

Job Analysis-Process of studying and

collecting Information relating to the operations
and Responsibilities PARAMJIT
of a specific
SHARMA
Job 6
 Few Definitions

Responsibility-One’s ability to perform the

functions assigned to the best of one’s ability an accordance
with the directions Received

Authority-Right To Decide what should be done

and the right to do it or require someone else to do it

PARAMJIT SHARMA 7
 Modern Training is Response
To A Gap Between

JOB JOB HOLDER

Desired Level Of Existing Level of
-Competence -Competence
-Behaviour -Behaviour

PARAMJIT SHARMA 8
 Three components

The Job
The Job Holder
The Organisation

PARAMJIT SHARMA 9
 The Job-defined
JOB
It must Have the following:
Responsibility
Responsibility
Authority Authority
List of Tasks
Resources List of Tasks
Relationship with other
jobs\positions Resources

PARAMJIT SHARMA Relationship

10
 Job Holder

•Recruited and Placed on Job

•Perform Job Related Tasks and duties

•Contribute to Organizational Goals

PARAMJIT SHARMA 11
THE ORGANISATION

UNDERSTANDING ORGANISATIONAL

•CULTURE
•VISION
•MISSION
•GOALS
•HISTORY
•MANAGEMENT PRACTICES

PARAMJIT SHARMA 12
 Matching

JOB
JOB Holder ORG

Matching
PARAMJIT SHARMA 13
Job Description Job Job Requirements
Specification
•Physical Req
Responsibility
•Knowledge •K & S
Authority
•Experience
Tasks\duties •Skill
•Personal
Resources Attributes
•Attitudes
Relationship •Personal
PARAMJIT SHARMA
situation 14
 Job and Job Holder

Job Description Job Specification

•Responsibility
•Authority •Knowledge
•Tasks •Skill
•Resources •Attitudes
•Relationship

Existing Level of Desired Level of

COMPARE &
Identifying
KSA GAPS KSA
PARAMJIT SHARMA 15
 Training Gaps

Gap
( Training)

Desired level of
Existing level competence
Of
competence

PARAMJIT SHARMA 16
KNOWLEDGE
ENVIRONMENT
ORGANISATION
TECHNICAL

SKILLS
TECHNICAL ATTITUDES
INTER-PERSONAL
CONCEPTUAL SELF
SUPERVISORS
SUBORDINATES
COLLEAGUES
EFFICIENCY
ORGANISATION
………………..
PARAMJIT SHARMA 17
 KNOWLEDGE

•Awareness of facts

Environment- Govt Policies, Rules & Regulations,

Competitors, Demographic

Organization—Bye-Laws ,Structure, personnel Policies

Technical-Job, Accounting Standards, Display of Goods

PARAMJIT SHARMA 18
 Skill

•Ability to do something
Technical—ability to perform technical tasks,B/Sheet,
Drive Car, Training Trainers

Interpersonal- Skill in dealing ,Communicating, Motivating,

Leading

Conceptual- Visualization of causes & Effect,

Foresight & Insight, Mission, Vision
PARAMJIT SHARMA 19
 ATTITUDES

How a person views ,evaluate, reacts/adjusts to

events, persons, activities

Predisposition towards Self, Organization,

Superiors, Work, Time People, Life

PARAMJIT SHARMA 20
 TRAINEE NEED ANALYSIS

TASKS KNOWLEDGE/
SKILL
RESPONSIBILITY•To write cash book 04
Maintenance
of Proper •To write ledgers 04
books of
Accounts & •To prepare TB 03
prepare
Annual •To prepare PL/BS 03
statements
•To propose dist. Of 01
surplus
PARAMJIT SHARMA 21
Designing Training Programme

Setting Training Objectives

&
Training Sessions
Training Objectives— 6 basic questions

1 Why identify training Objectives?

2 What are training Objectives ?
3 What are the Parts of Training Objectives ?
4 What are the classes of Training Objectives ?
5 What is the hierarchy of Learning ?
6 How are objectives appraised ?
Why identify training Objectives ?

Objectives give Directions to

training efforts
Why identify training Objectives ?

If you are not certain of where

You are going…….

You may very well end up…..

Somewhere else

And not even know it….

Why identify training Objectives ?

Therefore, objectives are important in

determining a training environment
Training Objectives help in

Selecting training methods

Creating a learning Situation to meet obj.
Assuring proper evaluation
Understanding training expectations
Guiding trainees-trainers
What are Training Objectives ?
What are Training Objectives - example
3 What are the Parts of an Objective ?

3 2

1
 Performance

An objective includes what the trainee will be able to

do at the end of training. The performance must be
observable or measurable
 Performance

Objectives are made measurable with use of

operative verbs…..assemble, find, analyze, design…
 Performance

Words open to many interpretations like to know, to

understand, to appreciate…..should not be used as
Operative verbs
 Performance

Words open to many interpretations like to know, to

understand, to appreciate…..should not be used as
Operative verbs
 Conditions

When relevant, specify conditions under which the

Performance is to be measured. Conditions refers to
the resources ( Books, tools, equipments, materials,)
a trainee will be allowed to use
 Conditions-- examples

Without Electronic Test Equipment-

Diagnose and correct a malfunctioning

engine

There will be an open book test on

21st September 2010 in marketing
from Philip Kotler’s book on
Marketing
 Criteria

An objective also includes criteria (Standards)

by which trainee performance will be evaluated.
Quantity or quality or both are described by
Criteria
 Criteria

Standards are best based on requirements of

the workplace i.e. level of skill required for a
specific job is a realistic standard.
 Criteria---examples

Quantitative Qualitative
The trainees will apply two The trainees will measure
coats of Luster paints a work piece within .01mm
using a micrometer

Combination
The trainees will apply
2 coats of Luster piants
using Asian Paints
What are the classes of Objectives ?
What are the classes of Objectives ?

Objectives are to be written for each type of

Domain.Many a times the objectives get mixed up
Cognitive Objectives- example

Given an operational model of four cycle engine,

the students will demonstrate knowledge of its
operation by correctly pointing to and describing
the function of each part as the model is related
through its four cycles
Affective Objectives- example

Upon completion of training, the trainees will

arrive on this job at the appointed hour for a
Period of six months as verified by the time
keeper or biometric machine
 Psychomotor Objectives- example

Given a piece of stock, working drawings, tools and

lathe, the trainees will turn the piece to within or more
or less than.001 of an inch of specification
4 What is the Hierarchy of Learning ?
4 What is the Hierarchy of Learning ?
Cognitive Learning
 4 What is the Hierarchy of Learning ?
Cognitive Learning
The
The levels
levels are
are based
based
on
on aa movement
movement
from
from simple
simple to
to
complex
complex mental
mental
(( Knowledge)
Knowledge)
performance
performance
4 What is the Hierarchy of Learning ?
Affective Learning
 4 What is the Hierarchy of Learning ?
Cognitive Learning

Degree
Degree toto which
which an
an
attitude
attitude or
or value
value has
has
Been
Been internalized
internalized
4 What is the Hierarchy of Learning ?
Psychomotor Learning
 4 What is the Hierarchy of Learning ?
Cognitive Learning

Development
Development ofof
coordination
coordination is
is
Characterized
Characterized by
by
Levels
Levels of
of psychomotor
psychomotor
learning
learning
 Designing Training Programmes

Lower Higher
Level Level

Cognitive Learning Cognitive Learning

Affective Learning Affective Learning

Psychomotor Learning Psychomotor Learning

 6 How are training objectives Appraised?

Step-3

Do training programme
Objectives cover an
Step-2 Appropriate range of KSA?
Does each objective
Include essential elements?
Step-1
Does the objective
Fulfill a training need?
 Designing Training Sessions

Deciding the Title of the Programme

Deciding the Heading/Topic for the Session
No of Sessions required to cover the Topic
Deciding the learning Objectives of sessions
Determining the learning Methods
Preparing plan for sessions
Preparing/Adapting/Choosing supportive materials
PARAMJIT SHARMA
 Organising Programmes
IMPLEMENTATION

Programme announcement
Mailing Announcement
Scrutinizing the Nomination Received
Follow Up
Selection Of the Trainees
Preparing Time Table
Allocating Sessions to Trainers
Arranging Class Rooms & Hostel facilities
Conducting the Programme
PARAMJIT SHARMA 55
 Evaluation
Reactions of the trainees
Effectiveness of Various inputs
•Trainers
•Programme Designs
•Duration
•Venue
•Physical Facilities
Actual Conduct of the Programme
•Methods & materials
•Coverage of Topics
•Sequencing of Topics
PARAMJIT SHARMA 56
?