UNIT 1-EMPLOYEE TRAINING AND DEVELOPMENT

CONTENT1. Introduction to Employee Training and Development

2. Role of Training In organisation

3. Definition

4. Scope

5. Objectives

6. Benefits

7. Place of Training in Organisational Structure

8. A Training Process Model

9. Difference between Training and Development

1. Continous and perennial activity

2. Stone age Metal Age

3. Gurukul (Residential Training, Apprenticeship)

4. Alwin Tofler “ Only change is permanent”

5. Challenges of LPG

6. Training can contribute to companies’ competitiveness

7. Competitiveness – refers to a company’s ability to maintain and gain

market share in an industry

8. Competitive Advantage

Issues affecting companies and influencing training practices:

1.Customer service

2.Employee retention and growth

3.Doing more with less

4.Quality and productivity

ROLE OF TRAINING

1. Acquire Professional Knowledge, Skill and Attitude

2. Realize the potential

3. Desired Change in Behavior

4. Ready to change

5. Continuous improvement

6. Peaceful work environment

7. Respect

8. Sustainability

9. Competitive Advantage

10.Profitability

Definition“A planned effort by a company to facilitate employees’ learning of job-related competencies”

Other Definitions

Hesseling: “ Sequence of experiences or opportunities desi8gned to

modify behaviour in order to attain a stated objective”

Oatey : “Any actitvity which deliberatelt attempts to improve a person’s skill

at a task”

Nadler: “ Training” which is considered with present job, “Development”

which is concerned with future Job

Flippo: The act of increasing the knowledge and skills of an employee for

doing a particular job

S.No Criteria Training Development1. Focus Technical and Mechanical Skill Conceptual and Analytical Skill

2. Concern Specific Job skill and behaviour

Enhancement of General knowledge and understanding of Non technical organisational function

3. Target Non Managers Managers and Executives

4. Job Current Job Future Job

5. Gain Short Term Long term

6. Period One Time Continuous ongoing process

7. SKill Enhancing Particular Job skill Personal growth and development of overall personality

8. Process Job oriented and vocational in nature

General in nature strive to inculcate initiative, enterprise, creative, dedication and loyalty among executives

9. Motivation Extrinsic Intrinsic

10. Evaluations Easy and essential Difficult to Measure

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT (Lawrence S.Kleiman)

Continuous Learning – requires employees to understand the entire work system including the relationships among:

• their jobs

• their work units

• the entire companyEmployees are expected to:

• Acquire new skills and knowledge

• Apply them on the job

• Share this information with other employeesManagers take an active role:

• in identifying training needs

• helping to ensure that employees use training in their work

FORCES INFLUENCING WORKING AND LEARNING

1. Globalization

2. Need for leadership

3. Increased value placed on knowledge

4. Attracting and retaining talent

5. Customer service and quality emphasis6. Changing demographics and diversity of the work force

7. New technology

8. High-performance models of work systems(Cross Training)

9. Economic changes

THE NEEDS FOR TRAINING

(i) Higher Productivity

(ii) Quality Improvement

(iii) Reduction of Learning Time

(iv) Industrial Safety

(iv) Reduction of Turnover and Absenteeism

(vi) Technology Update

(vii) Effective Management

Human and Social Knowledge:◦ What individuals or teams of

employees know or know how to do

Structured Knowledge:◦ Company rules, processes,

tools, and routines

Explicit Knowledge:◦ Knowledge that can be

formalized, codified, and communicated

Tacit Knowledge:◦ Personal knowledge based

on individual experience◦ Difficult to explain to others

Cognitive Knowledge(know what)

Advanced Skills(know how)

System Understandingand Creativity(know why)

Self-MotivatedCreativity(care why)

Intellectual Capital

SCOPE FOR TRAINING

1. Increased the quality

2. Employee retention

3. Fast customer service

4. Organisational existanece

5. Lifestyle

6. Attitude

7. Continous learning

OBJECTIVES OF TRAINING

1.To train the employee in the company’s culture and ethos2. To prepare both newly recruited and already employed to meet the present and future requirement of the job and organ.

3. In order to improve the work methods that increate the quality and quantity in output

4. To prevent obsolescence

5. To prepare employee to higher level responsibilities

6.To increase the effective and efficiency by updating on latest concepts and techniques

7. To facilitate succession planning (To build up a second line of competent managers)

8. To reduce supervision

9. To reduce wastage and accidents

10.To ensure economical out put with high quality

11.To develop interpersonal relations

12. To foster individual and group morale, positive attitude and cordial relations.

BENEFITS OF TRAINING TO ORGANISATION

1.Improved profitability, Increased productivity and quality of work

2. Helps to cut down cost by increased speed and accuracy and reduced waste and

accidents.

3. Improved job knowledge and skills at all level of organisation

4. Improved the moral of employee

5.Hesps people identity with organl goals

6. Helps to create better corporate image

7. Fosters openness and trust

8. Improves relations between boss and superior

9. Aids in organ development

10. Learns from the trainee (Peer Level learning)

11. Helps orgn to prepare guidelines for work

BENEFITS OF TRAINING TO ORGANISATION (Continued)

11. Provides information of future needs in all areas or organ.

12. Aids to promotion with in

13. Developing leadership skill, motivation , better attitude and other aspects that

successful workers and managers usually display

14. Reduce outside consulting cost by using competent internal consultants

15. Stimulates preventive management

16. Creates a concuce work climate

17. Aids in organisational communication

18. Helps employees to adjust the change

19. Prevents stress, tension and conflicts in work place

BENEFITS TO INDIVIDUALS1. Better decision making and effective problem solving

2. Motivated

3. Give the sense of accomplishment

4. Confidence

5. Better responsibility

6. Improved morale

7.Increase job satisfaction

8. Better recognition

9. Helps to achieve personal goals while improving interactive skill

10. Sense of growth in learning

11. Provide career growth

12. Help to handle job related stress

13. Increased knowledge and skill

14. Helps in eliminating fear in attempting new tasks.

TRAINING DESIGN PROCESS

Conducting Needs

Assessment

Ensuring Employees’ Readiness for

TrainingCreating a Learning

Environment

Ensuring Transfer of Training

Developing an Evaluation Plan

Select Training Method

Monitoring and Evaluating the

Program

TRAINING DESIGN PROCESS

Models of Organizing the Training Department

Faculty ModelCustomer Model

Matrix Model

Corporate University Model

Virtual Model

The Faculty Model

Training Specialty Areas

The Customer Model

Business Functions

The Matrix Model

S a lesTra in in g

Q u a lityTra in in g

Tec h n o log yan d

C om p u terS ys tem s

S afe tyTra in in g

D irec tor o f Tra in in g

Business Functions

MarketingProduction

and Operations

Training Specialty

Areas

The Corporate University ModelTraining

Advantages

Dissemination of Best Practices

Align Training with Business

Needs

Integrate Training

Initiatives

Effectively Utilize New Training Methods and Technology

Historical Training Problems

Excess Costs

Poor Delivery and Focus

Inconsistent Use of Common

Training Practices

Best Training Practices Not

Shared

Training Not Integrated or Coordinated

Leadership Development Programs

New Employee Programs

Product Development Operations

Sales and Marketing

Human Resources

Virtual Model (Virtual Training Organizations)

Virtual training organizations operate according to three principles:

◦ Employees (not the company) have primary responsibility for learning

◦ The most effective learning takes place on the job, not in the

classroom

◦ For training to translate into improved job performance, the manager-

employee relationship (not employee-trainer relationship) is critical

Characteristics of Virtual Training Organizations: A virtual training organization is customer focused

Takes more responsibility for learning and evaluating training effectiveness

Provides customized training solutions based on customer needs

Determines when and how to deliver training based on customer needs

Leverages resources from many areas

Involves line managers in direction and content