3. training and development

8/6/2019 3. Training and Development

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` 3. Training and Development

` - Objectives and Needs

` -Training Process

` -Methods of Training` Tools and Aids

` -Evaluation of Training Programs.


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Training is the act of increasing the knowledgeand skill of an employee for doing a particular

job.------ P.Subba Rao

It is the organized procedure by which peoplelearn knowledge and / or skill for definite purpose-----Dale S. Beach.

Training is a process of learning a sequence ofprogrammed behavior---Mamoria


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Training may be defined as, a plannedprogramme designed to improve performanceand to bring measurable changes in knowledge,skills, attitude and social behavior of employeesfor doing a particular job---Pattanayak

Training refers to the acquisition of knowledge,skills, and competencies as result of theteaching of vocational or practical skills andknowledge that relates to specific useful skills.


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Training is the systematic process of developing

knowledge, skills, and attitudes for current or futurejobs.

It improves, changes, moulds the employees

knowledge, skill, behavior, aptitude and attitudetowards the requirements of the organization.

Training bridges the differences between jobrequirements and employees present specifications


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` Company policies and procedure--- for new

employee with view to acquainting rule, practiceprocedure

` Specific skills Bank clerk, Technical Officer

` Human Relations team building, interpersonalrelation

`

Problem solving

` Managerial and supervisory skills &

`

Apprenticeship training


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1. It is defined as a continuous process to ensure the

development of employees dynamism,

effectiveness, competencies and motivation in a

systematic planned manner

2. HRD is a process in which employee of an

organization are continuously helped in a planned

way ---

to acquire capabilities, knowledge, perspectives,

attitudes, values and skill required to perform varioustasks or function associated with their present or future

expected roles.-------------- T. Venkateshwarao

HRD


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to develop their general enabling capabilities as

individuals so that they are able to discover and utilise

their own inner potential for their own or for the

organizational development purposes and

to develop an organizational culture where superior

subordinate relationship, team work and collaboration

among different sub units are strong and contribute to

organizational health, dynamism and pride among the

employee.


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DEVELOPMENT: management

development is all those activities and

programmes when recognized and

controlled, have substantial influence inchanging the capacity of the individual to

perform his assignment better and on so

doing are likely to increase his potential for

future management assignment.


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` A conscious and systematic process to controlthe development of managerial resources in the

organization for the achievement of goals and

strategies -----Molander 1986

` An attempt to improve managerial effectiveness

through a planned and deliberate learning

process ---- Mumford 1987


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Development

It is a related process

It covers not only those activity which

improve job performance but also

those which bring about growth of

the personality

Development is a long term educational

process utilizing a systematic and

organized procedure by which

managerial personnel learn

conceptual and theoretical

knowledge forgeneral purpose.

It refers to philosophical and

theoretical educational concepts.

It is designed for managerial

personnel

Training

01.It is a process of learning asequence of programmed

behavior

02. It gives people an awareness of

the rules and procedure to guide

their behavior

03. Training is short term process

utilizing a systematic and

organized procedure by which

non-managerial personnel learn

technical knowledge and skills

fordefinite purpose.

04. It refers only to instruction in

technical and mechanical,

operations

05. It is designed fornon-managerial


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4.To aware with organizational complexity

increased mechanization , automation,manufacturing of multiple products, dealing with

services of diversified lines, extension of

operations .

5.To develop harmonious Human Relations

6.To cope-up with change in the job

assignment

7.To increase mobility of employees in the

organization


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To prepare the employee both new and old to meet thepresent as well as the changing requirements of the joband the organization.

To impart the new entrant the basic knowledge and skillthey need for an intelligent performance of definite job.


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To prepare employees for higher level tasks.

To assist employees to function more effectively in theirpresent positions by exposing them to the latestconcepts, information and techniques and developingthe skills they will need in their fields.

To build up a second line of competent officer andprepare them to occupy more responsible positions.

To broaden the minds of Sr. Manager by providing themwith opportunities for an interchange of experienceswithin and outside with a view to correct the narrowness

of outlook that may arise from over specialization


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To develop the potentialities of people for the next leveljob.

To ensure economical output of required quality

To ensure smooth and efficient working of a department

To promote individual and collective moral, a sense ofresponsibility, cooperative attitude and good relationships.


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6. Training reduces frequency of accidents .

7. Training develops high moral among the employees

8. It provides personnel growth of employee .

9. It improves the organizational climate of theorganization Training develops high moral among the

employees

8. It provides personnel growth of employee .

9. It improves the organizational climate of the

organization


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` Analysis

` Design

` Development creating learning environment,

` Implementation ensuring transfer of training

` Evaluation


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` TASK ANALYSIS: Assessing new employees

training needs.

` PERFORMANCE ANALYSIS: Assessing currentemployees training needs.

` CANT DO/WONT DO.

` COMPETENCY MODELS.


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1. Job and organization analysis

2. Evaluate the trainee

3. Identify the training needs

4. Design the training needs

5. Prepare cost budget and foresee benefits have cost benefitanalysis

6. Design training content, teaching methods and media

7. Prepare the instructor

8. Prepare the trainee


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9. Get ready to teach

10.Implement the training programme

11.Present the operations

12.Gain the acceptance of the programme

13.Try out the trainees performance

14 Evaluate the results

15.Update the programme


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ON-THE

JOBTRAINING

OFF-THE-

JOBTRAINING


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` On the job Methods :

x Job rotation

x Coaching

x Job Instruction or training through step- by- step


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` Off-the-job Methods

x Vestibule training

x Seminar

x Role playing,

xCase study

x Lecture methods


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x Group discussion

x Conference or discussion

x T- Group (sensitivity training)

x Programmed instruction

x Brainstorming


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` Teletraining

` Videoconferencing.

` Internet-based training

` The virtual classroom training.


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1. Lecture

2. Case study

3. Role play

4. Management games

5. Laboratory training :A change agent / consultant devices/ plansmeans/ ways for groups of people in organization to clarify theirvalues, attitudes and problems to improve understanding ,motivation and working climate in general

6. Individual or group practical assignment

7. Panel discussion

8. Brainstorming

9. Using training supportive material Audio-visual, Printedmaterial

10. Field trip

11. Demonstrations


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level evaluation

type

(what is

measured

)

evaluation description and

characteristics

examples of evaluation tools and

methods

relevance and practicability

1 Reaction Reaction evaluation is howthe delegates felt about

the training or learning

experience.

'Happy sheets', feedback forms.

Verbal reaction, post-training surveys

or questionnaires.

Quick and very easy to obtain.

Not expensive to gather or to

analyse.

2 Learning Learning evaluation is the

measurement of theincrease in knowledge -

before and after.

Typically assessments or tests

before and after the training.

Interview or observation can also be

used.

Relatively simple to set up;

clear-cut for quantifiable skills.

Less easy for complex

learning.

3 Behaviour Behaviour evaluation is

the extent of applied

learning back on the job -

implementation.

Observation and interview over time

are required to assess change,

relevance of change, and

sustainability of change.

Measurement of behaviour

change typically requires

cooperation and skill of line-

managers.

4 Results Results evaluation is the

effect on the business or

environment by the

trainee.

Measures are already in place via

normal management systems and

reporting - the challenge is to relate

to the trainee.

Individually not difficult; unlike

whole organisation.

Process must attribute clear

accountabilities.


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`Thank You

3. training and development

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