managing training and development

7/29/2019 managing training and development

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Organization & Management

ofTraining Function;

Training Needs Assessment

&

Action Research


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Presented By:

Shiv Kishor Pradhan

Shiwani AwasthiSurabhi Gupta

Suraj Patel


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Part-1By: Shiv Kishor Pradhan


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Training

Training is an act of increasing the knowledge & skillsof an employee for doing a specific job. e.g. Trainee

acquire new skills, technical knowledge, problem-

solving ability etc . Training improves the performance

of employees in the training process becomes clearfrom the following lines: I Hear, I Forget, I See, I

Remember, I Do, I Understand


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Increased Productivity

Higher Employee Morale

Less Supervision Less Wastages

Easy Adaptability

Reduced Turnover/Absenteeism

Employee Development

Need & Importance of Training


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To increase productivity-

To improve quality

To help a company fulfil its future

personnel needs

To improve organizational climate-

To improve health and safety-

Obsolescence prevention-

Personal growth-

Training functions


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Improved Profitability

Improved Knowledge & Skills

Improves Morale of Work Force

Helps People Identify with Organisation Goals Provides Better Corporate Image

Creates Authenticity & Trust

Improves Inter-Organisation Relationships

Provides Org. Development Provides Information for Future Needs in all

Areas of Organisation

Improves Decision Making Process

Benefits of Training to

Organization


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Employee Appreciation

Employee Discrimination

Employee Skills Range Employee Liaison

Benefits of Training to

Employees


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ROLE OF TRAINING


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Role Of Organization In Training

Function


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Trainee

Designer Trainer

Evaluator

Importance of Training

Objectives


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Part-2By: Shiwani Awasthi


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How to Manage the TrainingFunction1 Develop a questionnaire to distribute to hiring managers to

find out their training requirements. Ask what technicalskills could be improved and what type of soft skillstraining is appropriate.

2 Review departmental job descriptions and prepare a list ofpotential training topics. Consult with department

managers to find out which topics are of interest.3 Compile statistics on areas that need improvement based onannual employee reviews. Present these statistics todepartment managers to determine if they want training for

their department in these areas


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4Propose the vision and goals of the department based oncorporate needs to the senior executive to whom thetraining function reports. Modify as required and obtain

sign off.5 Prepare and get approval of a training budget. Include

such costs as training facilities, production of trainingmaterial, purchase of third-party training material and

travel.6 Prepare and update job descriptions for training

department personnel.

7 Develop a list of potential training topics and getapproval from affected department managers. Askmanagers to list which topics are of most interest.

8 Decide which topics will be developed in house and which

will be from third-party sources.


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9 Present final proposed training topics (courses) to the seniorexecutive to whom the training function reports withrelated budget for approval. Upon approval, begin work onthe training curriculum for each course.10 Work with members of the training department to developoutlines for each course to be presented.11 Work with members of the department to develop writtencontent and supporting material for each course. Alsodevelop student exercises.12 Develop and announce a training schedule of when eachcourse will be offered and how long each course will be.13 List all the functions which must occur in the trainingdepartment. Develop job descriptions for those functions.Hire personnel, if needed, and assign jobs to staff currentlyemployed in department.


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14 Set objectives for the department and staff members15 Meet weekly with staff members to get an update on the

status of projects, training, and other training developsactivities. Set goals for the coming week.16 Provide continual feedback to employees on their

performance. Annually review employee performance andprovide feedback on what can be done to improveperformance. Commend employees on aspects of their jobperformed well.17 Monitor department budget against plan.


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K

A

S

Required

What are Training Needs?

K

A

S

Available

K A S

GAP


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Why Training Needs Arise?


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When to Train?


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When do Training Needs Arise?

When existing level of performance,behaviour and attitude of employees is not

contributing to the success of the

organisation.

When the level of motivation and morale is

low among the employees in the

organisation.

When there is a special need due to some

technological innovation in the organisation

like introduction of ISO Quality systems.


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When employees themselves convey to the

organisation through management about the

key areas in which they are not much

competent.

When there is a need for updating the

knowledge of employees are per the industryscenario. This is especially the case in relation

to market scenario and legislations.

When the organisation takes special interestin some employee, thereby intending his

development, for promotion or succession

purposes.

Wh th i h i li i t


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When there is a change in policies, systems

priorities, procedures, management

expectations and focus in the organisation.

When external changes have impact in the

organisation

When business plan or business strategydemands new orientation in knowledge, skills,

attitude or behavioural orientation.


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Determination of Training Needs

Take an inventory of existing manpower bothqualitatively and quantitatively.

Make forecasts of future requirements by

considering normal wastage through resignations;retirements, transfers, etc.

Look for sources of talent both within and

outside the organisation.

Prepare strategy for development for existing aswell as future manpower.


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Consider your terms of reference by getting

recommendations from the management for the company as

a whole or first by concentrating on the specific department.

Consider the situation within the organisation byascertaining which training programmes have already been

conducted and not conducted in the organisation.

Consider the information already available regarding new

employees and existing employees. Consider the problems which arise within the

organisation like huge labour turnover, unnecessary

wastages, excessive maintenance costs and frequent

customer complaints. Consider other possible approaches like business and

production reports, questionnaires, tests, surveys, group

conferences, etc.


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Requirements during Identification

Job descriptions of individuals as perceived by

them and their superiors against the individuals

profile.

Job performance review, i.e., level performanceachieved by individual measured against both job

content and agreed personal objectives.

Potential of individual to grow within the

organisation keeping in view the growth rate of the

organisation and its future objectives.

Managerial ability traits of individuals, which can

contribute towards performance on the job?


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Part-3By: Surabhi Gupta


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Training NeedsAssessment


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A needs assessment is the process ofidentifying the "gap" between performance

required and current performance. When a

difference exists, it explores the causes andreasons for the gap and methods for closing or

eliminating the gap.

Introduction


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What Is Needs Assessment?

Systematic process

Determines gaps between ideal and actual

Focuses on causes, extent, and solutions

Leads to appropriate design of training tocorrect identified gap


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When to assess Needs?

When the Work Changes

When Capabilities Change When the Work Environment

Changes


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Levels of Training Needs Assessment

By McGeHee & Thayer

Levels of TNA

Organizational

Level

Occupational

Level

Individual

Level


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Approaches to Training Need

Assessment

Direct Approach

Professional Approach

Secret Shopper Approach

Buying Cooperative

Public Seminars

Online Learning Consultants

Do It Yourself


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Training Needs Assessment: A

Systems ViewPre Assessment of Need Assessment

What would be purpose of need assessment?

What results are expected?

For what reason should be it undertaken justnow?

Who wants to see it carried out?

Was need assessment triggered by somespecific organisational problems?

Are these problem clearly defined and

understood?

Work Plan of the Particular Need


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Work Plan of the Particular Need

Assessment Activity Includes

Specification of: Scope and purpose

Time horizon

Methods for collecting data and drawing

conclusion on needs

Form of presenting conclusions

Schedule


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To understand what is required to be done in

training need assessment process, a clear

view of7 step procedure of result oriented

model of system approach is essential

Spotting Organisational Problems


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p g g

Tracing main causes and area of Problems

Recognising individuals & group related to the problems

Job analysis

Performance appraisal

Comparison

Separating training from non training solutions

Determining performance improvement needs

Training needs and

solutionsNon - training needs and

solutions

Performance

Standard

Information for developing training and non training

objectives and programmes

Scope of Training Need Assessment


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Scope of Training Need AssessmentIn Terms of organizational benefits:

To know the reason for non-performance of employees.

Create the feeling of trust among the employees regarding

management's approach towards training function.

If the organization itself takes care of the development of

the employees, the best talent could be retained.

Needs assessment creates a learning environment in an

organization.

An opportunity for employees to interact with each other

apart from job purposes. This creates a sense ofbelonging.

Act as a platform for employees to fill the gaps in

knowledge, competency, skill.



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In Terms of Application:

For creating a separate training committee or training

department leads to job enrichment as well as job

enlargement of HR professionals

Transforming the role of HR from routine functions of

administration to bigger responsibility of training anddeveloping the entire manpower of the organization

Creating the environment of learning in the

organization where employees develop a pro active

approach towards their job as they become inquisitiveto learn about the new advancement and technologies

A General Model for Diagnosing Management


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A General Model for Diagnosing Management

Training Needs

X A B C D E

Key:Ps - Standard Performance level

Pc - Current Performance Level

Cc - Current Competence

Pg - Performance Gap

Nnt - Non-training Needs

Nt - Training NeedsPgr - Residual Performance Gap

Pc

Ch ll f TNA


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Challenges of TNA

Time constraints

Lack of support


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Part-4By: Suraj Patel


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Action Research

Contents-:

Concept of action research.

Definition.

What is not action research.

Action research process.

Action research cycle.

Types.

Benefits of action research.


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Concept of Action Research-

Action research is a research initiated to solve animmediate problem.

Action research is an interactive inquiry process thatbalances problem solving actions.

It is an action to improving strategies, practices andknowledge of the environments within which theypractice.

Action research involves the process of actively

participating in an organization change situationwhilst conducting research.

Action research is conducted by one or moreindividuals or groups for the purpose of solving aproblem or obtaining information in order to informlocal practice


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Definition

Kurt Lewin (1947)

Action Research is the process by whichpractitioners attempt to study their problemsscientifically in order to guide, correct, andevaluate their decisions and actions.

Action Research is a fancy way of saying letsstudy whats happening at our school anddecide how to make it a better place.


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What is not Action Research-

It is not finding out what is wrong, but rather a

quest for knowledge about how to improve.

Action research is not about doing research on orabout people, or finding all available information on

a topic looking for the correct answers

is not about learning why we do certain things, butrather how we can do things better


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Action research process

The action research process works through

three basic phases: Look

Think

Act

Th th h b il d t d b b l


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These three phases can be easily understand by below

mention Action Research Cycle :

identifyproblem

gatherdata

interpretdata

act on

evidence

evaluateresult

nextsteps


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Types of action research

There are two main types of action research: Practical Action Research

Addresses a specific problem

Primary purpose is to improve practice and inform largerissues

Participatory Action Research Empower individuals and groups to improve their lives and

bring about a social change

Stakeholders are involved and are active in all processes(collaborative participation)


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Advantages of Action Research

It can be performed by anyone, in any type ofschool or institution

It can help to improve educational practice

It can help education and other professionalsto improve their craft

It can help them learn to identify problems

systematicallyIt can build up a small community of research-

oriented individuals at the local level


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Thank

You


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managing training and development

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