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Training and development unit 1
- 2. Concept of Training The aim of training is to develop potential knowledge and skills of the trainees to carry out defined tasks and responsibilities. Training is a process of attitudinal change that integrates with life and self development. Aim of training is to infuse scientific thinking and planning and working methodically and efficiently
- 3. Training is a process of learning and unlearning, to acquire skills and knowledge and apply them in practice – to enable the trainee to do his job efficiently. The act of increasing the skills of an employee for doing a particular job, and thus it’s a process of learning a sequence of programmed behaviour to do that particular job.
- 4. Role of Training Increase in Efficiency. Increase in Morale of Employees. Better Human Relations. Reduced Supervision. Increased Organisational Viability and Flexibility Introduction of new strategies and working methods in the organisation Advancement in technology Organisational Policy
- 5. Need and Importance of Training Rapid technological innovations impacting the workplace have made it necessary for people to constantly update their knowledge and skills Change in the style of management Lack of proper and scientific selection procedure For career advancement For higher motivation and productivity For self development For employee motivation and retention To improve organisational climate To help the organisation to fulfil its future manpower needs To keep pace with times To bridge the gap between skills requirement and skills availability For the survival and growth of the organisation
- 6. Learning Principles of Training Training efforts are invariably based on certain learning oriented guidelines: Modelling: It is simply copying someone else's behaviour. (like showing the videotapes of desired behaviour while at work) Motivation: For learning to happen, it is important to motivate the trainee first. Reinforcement: If behaviour is rewarded, it probably will be repeated. Positive reinforcement consists of rewarding desired behaviours. Feedback: Feedback helps an employee find where he stands. People learn best if reinforcement is given as soon as possible. Spaced practice: Learning takes place easily if the practice sessions are spread over a period of time. Whole learning: Employees learn better if the job information is given as an entire logical process. Active practice: Learning is enhanced when trainees are provided ample opportunities to repeat the task. Relevance: training should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs Environment: employees learn faster in comfortable environments
- 7. Examples TCS & Infosys : have modelled their facilities where campus hires join for orientation and initial training, just like in a university campus ( get-together, competitions, movie screenings, outdoor games, quiz etc) Convergys India, 24/7 customer invite parents & spouse to visit their facilities “ Buddy” IBM uses virtual environment to support orientation with the help of avatars HPCL : “samavesh” award winning program, where top 10% of the trainee are rewarded with laptops & nominated for customized program at IIM A
- 8. Development It refers broadly to the nature and direction of change induced in employees, through the process of training and educative process. Development means those learning opportunities designed to help employees to grow. Development is not primarily skills oriented. Instead it provides the general knowledge and attitudes, which will be helpful to employers in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company
- 9. Difference b/w Training & Development Training Development It is a short term process It is a long term process It utilises a systematic & organised procedure by which non managerial personnel learn technical knowledge & skills for a definitive purpose It utilises a systematic & organised procedure by which managerial personnel learn conceptual & theoretical knowledge for general purpose It helps individual to learn how to perform his present job satisfactory It prepares individual for future job & growth in all aspects Training is a reactive process Development is a proactive process Training is result of initiatives taken by management, it is result of some outside motivation Development is mostly the result of internal motivation
- 10. Education It is a theoretical learning in classrooms. The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment..
- 11. Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related. Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest Development is a long term investment in human resources.
- 12. Difference b/w Training & Education Training Education Application oriented Theoretical Orientation Specific Task in mind Covers general concepts Narrow Perspective Has Broad Perspective Training is Job Specific Education is no bar
- 13. Designing Effective Training Training design process A systematic approach for developing training programs. Is based on the principles of Instructional System Design (ISD). Is sometimes referred to as the ADDIE model because it includes analysis, design, development, implementation, and evaluation. Should be systematic yet flexible enough to adapt to business needs.
- 15. Areas of Training Knowledge Technical skills Social skills Techniques
- 16. Types of Training Skills training: here certain basic skills like reading, writing, computing, speaking, listening, problem solving etc are taught Refresher training: here the focus is on short term courses that would help employees learn about latest developments in their respective fields Cross functional training: this helps employees perform operations in areas other than their assigned job. Team training: this is concerned with how team members should communicate with each other, how they should cooperate to get ahead, how they should handle conflictful situations, how to find their way using collective wisdom etc. Creativity training: this helps employees to think unconventionally, break the rules, take risks, go out of the box and develop unexpected solutions. Diversity training: it aims to create better cross cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among a firm's employees Literacy training: this is generally offered to those employees with weak reading, writing or arithmetic skills
- 17. Methods of Training On-the-job Training: To learn by doing itself – Basic Theme Learns the method involved and gets perfection over a specific task. On experience, job performance will be high and become more efficient. Off-the-job Training: under this method, trainee is separated from the job situation and his attention is focused under learning the material related to his future job performance
- 18. On-the-job Method JIT (Job Instruction Training) Coaching Mentoring Job Rotation Apprenticeship Training Committee Assignment
- 19. JIT (Just Instruction Time): This is training directly received on the job. Here the trainee receives an overview of the job. The trainer actually demonstrates the job and the trainee is asked to copy the trainer’s way. The trainee, finally, tries to perform the job independently Coaching: Here the supervisor explains things and answers questions; throws light on why things are done the way they are; offers a model for trainees to copy, conducts lot of decision making meetings, and allows trainees freedom to commit mistakes and learn .Coaching, thus, requires lot of teaching skills.
- 20. Mentoring: The use of an experienced person to teach and train someone with less knowledge and experience in a given area is known as mentoring. The mentor nurtures, supports and guides the efforts of young persons by giving appropriate information, feedback and encouragement whenever required Apprenticeship training: Most craft workers such as plumbers, carpenters etc are trained through formal apprenticeship programmes. In this method, the trainees are put under the guidance of a master worker typically for 2-5 years
- 21. Committee assignments: In this method, trainees are asked to solve an actual organisational programme working along with other trainees.
- 22. Off-the-job Method Vestibule Training Role Playing Lecture Method Conference/Discussion approach Programmed Instruction
- 23. Vestibule training: It occurs off the job on equipment or methods that are highly similar to those used on the job. Role playing: This is a development technique requiring the trainee to assume a role in a given situation and act out behaviours associated with that role. Lecture method: Here the instructor organises the study material on a specific topic and offers it to a group of trainees in the form of a talk. Conference or discussion method: In this method the trainer delivers a lecture and involves the trainees in a discussion so that the doubts about the job to be undertaken get clarified. Programmed instruction: This is an approach that puts material to be learned into highly organised logical sequences that require the trainees to respond
- 24. Requisites of Effective Training Executive level support and commitment – Buy in from upper management is critical to the success of any training program. Generally speaking, the level of commitment from middle management will be reflective of upper management’s interest in the program. Qualified instructors – Knowledge of course content does not necessarily equate to being a qualified instructor. In order to lead a course, the instructor must be able to deliver material in a way that engages the employees and creates interest in the course topic. Utilizing the correct delivery methods – As we are a diverse population, not all employees learn in the same way and it is important to deliver courses via various means to ensure that all employees have the same opportunities. Delivery methods such as web-based, eLearning, classroom, on-the-job-training, etc. allow for a broad spectrum of learning possibilities.
- 25. Cntd. Learning Management System – A true learning management system will enable the business to track the success of its training programs and will provide a way of collecting feedback on current training offerings. It will also enable employees to have a sense of control over their own development with the company. Branding – Training offerings should be made available to employees via one source, as having to play detective to discover what is available can become a point of frustration for the employee.
- 26. Aligning strategy with training program Employers today want to make sure their training programs are supporting their firms strategic goals. Establishing a linkage between learning and organisational performance is the pressing issue today Training experts today increasingly use the phrase “ workplace and performance.
- 27. Strategic training and development process Business Strategy Strategic training and development initiatives Training and development activities Measures the show value of training
- 28. Training Pitfalls Attempting to teach too quickly Trying to teach too much Viewing all trainees as the same Giving very little time to practice Offering very little to the trainee in the form of encouragement, praise or reward