Training & Development

Importance

Key to organizational success and survival

HPWS Quality improvement, customer

service, lower costs Preparing workers for new jobs Companies spend huge budgets

Training

Training is defined as any attempt to improve employee performance on a currently held job or one related to it.

Knowledge, skills, attitudes, or behaviors

Development

Development refers to learning opportunities to help employees grow.

The focus of development is on the long term to help employees for future work demands.

Training programs

IT systems Processes, procedures and business

practices Industry specific training Managerial or supervisory training Interpersonal skills; compliance;

sales; executive development, basic skills; new employee orientation; customer service; and quality

Training System

Three steps Assessment, development,

evaluation Assessment phase: collect

information to determine needs Development: training environment

necessary to achieve objectives Evaluation: effectiveness of training

Needs Assessment

A needs assessment is a systematic, objective determination of training needs that involves conducting three preliminary types of analyses. These analyses are used to derive objectives for the training program. The three analyses consist of an organizational analysis, a job analysis, and a person analysis.

Training need

Training need is any discrepancy between what is desired and what exists. Thus, one of the goals of the needs assessment is to note any discrepancies.

Training Analyses

Organizational analysis: emphasis of training

Job analysis: what should be taught about the job to improve performance

Person analysis: who needs what type of training

Development of training program

Conduct a need analysis Design and compile the training program

material Devise a validation program which would

be presented to a small group of trainees Administer the training and development

program by imparting training to the individuals

Evaluate the effectiveness of the training and development program

Developing the training program

In house Outside Design conducive to learning Training environment Procedure and methodology Achieving objectives

The learning process

Readiness to learn Trainability Support from managers/supervisors Training in parts Practice Overlearning Goal oriented Feedback Attention getting Transfer of training Relapse prevention

Methods for trainingInformational Experiential

(1) motivate the trainee to learn the new skill(2) illustrate the desired skills to be learned(3) be consistent with the content(4) allow for active participation by the trainees to fit with the adult learning model(5) provide opportunities for practice and overlearning(6) provide feedback on performance during training(7) be structured from simple to complex(8) encourage positive transfer from the training to the job, and (9) be cost effective.

Informational Methods

Lectures Audio visual aids Video media Self-directed learning (SDL) E-learning

Experiential Methods

OJT CBT Equipment simulations Games Case analyses Role playing Behavior modeling

Evaluation of Training

Reactions of trainees’ Learning Behavior Results ROI

Special Training Programs

Employee orientation program Training for teams Information technology training Diversity awareness training Sexual harassment training Creativity training Training for international

assignments

Learning Styles

Theorist – when a person adopts a logical approach

Reflector – when a person acts after observing

Activist – when a person takes more interest in practical than theory

Pragmatist – when a person acts prudently by acting on theory as well as practical knowledge

Barriers to learning

Lack of curiosity, questions not asked

Answers difficult to find Testing answers difficult, risk of

failure

Role of Management in learning

Strategy formulation Encouragement at all levels Information sharing Systems designs to be understood Putting employees in customers’ shoes Open communication Experience sharing Trust and understanding Courses and seminars for employees

Employee Counseling

Employee-Counseling includes working with individuals to promote and nurture relationships which are supportive, psychotherapeutic, providing guidance for dispelling fears and apprehensions and resolving of work – related problems.

Scope of Employee Counseling

Help the employee identify areas that need improvement

Support the psychological equilibrium of employee

Bring in focus the nature of problem Explore the impact of the problems

and exploring all possible solutions Create a constructive environment

mutually beneficial to employees and organization

Functions of Counseling

i. Provide Reassurance:Offering reassurance to employees by

inspiring them and giving confidence to handle problems and inculcating in them a sense of direction and purpose in the discharge of their responsibilities and duties.

ii. Help to release emotional tensions:Employee counselor can help to create a conducive non-critical and objective attitude by providing suitable opportunities to employees to communicate and explain their problems to counselors who are receptive and sympathetic to the problems faced by the employees so that the tensions are released.

iii. Clarification of thought process:Enable employees to clarify their thought process and motivate them to accept responsibilities and adopt a realistic approach in dealing with work-stress. It revives the employees so that the tensions are released.

Training Needs of employees of Apollo Engineering Limited in the different categories are:

(i) Competent to perform in the present position: These employees should be provided training by way of lecture sessions and skills enhancement programs to enable them to be able to handle assignments in the next stage of competence.

Appropriate training programs for these employees would upgrade their work skills and retain their motivation levels.

(ii) More than competent to perform in their

present positions: These employees should be provided training opportunities

through participation in seminars, job enrichment and job rotation to assume

greater challenges and to facilitate them to move to higher positions. In case it is not

possible to promote such employees,

their job satisfaction level can be increased by delegation of authority and responsibilities and redesigning their jobs. Such measures will increase their level of motivation and deter them from seeking job opportunities elsewhere.

(iii) Not yet competent to perform in the present position: The specific areas of

weaknesses of these employees should be identified and on the job training

should be provided to enable them to overcome their weaknesses and perform

efficiently. Since employees in this category are not incompetent, providing proper training through lecture sessions, workshops and on the job training would improve their skills and help them to achieve competency in their present positions.

Personal Development Plan

Personal Development Plan is a plan which outlines the process of improving and upgrading one’s work skills, knowledge and capabilities in order to enhance its effectiveness and adaptability. Personal Development Planning is a continuous process to improve and utilize one’s full potential at each stage of the chosen career path.

Principal Advantages of PDP

Continuous appraisal of the individual’s career path and upgrading of skills.

Acquisition and accumulation of new skills

Continuous monitoring of progress in one’s career to ensure that it is on the right path

Creating a sense of achievement and commitment