UNIT – III

Training and Executive

Development

-

I. Arul Edison Anthony Raj,MBA, M.Phil., PGDIB, ADHRM(UK).

Assistant Professor

E.G.S. Pillay Engineering College, Nagapattinam.

TRAINING

Meaning: (Training refers to the process of imparting specific skills)

• Training is the act of increasing the knowledge

and skill of an employee for doing a particular

job. Training is a short – term educational

process and utilizing a systematic and

organized procedure by which employees learn

technical knowledge and skills for a definite

purpose.

Cont.,

• According to Dale S. Beach defines the

training as “the organized procedure by which

people learn knowledge and / or skill for a

definite purpose.”

TRAINING & DEVELOPMENT

• Development refers to the learning opportunities

designed to help employees grow.

• Employee training is distinct from management

development or executive development.

• Training and Development offer competitive

advantage to a firm by removing performance

deficiencies, making employees stay long;

minimizing accidents, scrap and damage; and

meeting future employee needs.

Cont.,

Area Training Development

Content Technical skills and

knowledge

Managerial and

behavioural skills and

knowledge

Purpose Specific job – related Conceptual and general

knowledge

Duration Short – term Long – term

For

whom?

Mostly technical and non-

managerial personnel

Mostly for managerial

personnel

Importance of Training

• The importance of human resources management

to a large extent depends on human resources

development and training is its most important

technique.

• As stated earlier, no organization can get a

candidate who exactly matches with the job and the

organizational requirements.

• Hence, training is importance to develop the

employee and make him suitable to the job.

Need for Training

• To match the employee specifications with the job

requirements & organizational needs.

• Organizational viability and the transformation

process.

• Technological advances.

• Organizational complexity.

• Human relations

• Change in the Job Assignment

Training Objectives

Generally, line managers ask the personnel

manager to formulate the training policies.

To prepare the employee, both new and old to

meet the present as well as the changing

requirements of the job and the organization.

To prepare employees for higher level tasks.

To develop the potentialities of people for the

next level job.

To ensure economical output of required quality.

ASSESSMENT OF TRAINING NEEDS

• Training needs are identified on the basis of

organizational analysis, job analysis and manpower

analysis.

• Training programme, training methods and course

content are to be planned on the basis of training

needs.

• Training needs are those aspects necessary to

perform the job in an organization in which employee

is lacking attitude/aptitude, knowledge and skill.

Cont.,

METHODS USED IN TRAINING NEEDS ASSESSMENT

Group or Organizational Analysis

Individual Analysis

• Organizational goals and objectives

• Personnel/skills inventories

• Organizational climate indices

• Efficiency indices

• Exit interviews

• MBO or work planning systems

• Quality circles

• Customer survey / satisfaction data

• Consideration of current and

projected changes

• Performance appraisal

• Work sampling

• Interviews

• Questionnaires

• Attitude survey

• Training progress

• Rating scales

• Observation of behaviour.

Training needs = Job & organizational requirement – Employee’s specifications

Assessment Methods

• Organizational requirements / weakness.

• Departmental requirements / weaknesses.

• Job specifications and employee specifications.

• Identifying specific problems.

• Anticipating future problems.

• Management’s requests.

• Observation.

Cont.,

• Interviews.

• Group conferences.

• Questionnaire surveys.

• Test or examinations.

• Check lists.

• Performance appraisal.

Steps in Training Programme

Who are the trainee

s?

Who are the trainer

s?

What methods

and techniqu

es?

What should be the level of trainin

g?

What principles of

learning?

Where to

conduct the programme?

TRAINING METHODSTraining Methods

On-the-job Methods off-the-job Methods

- Job rotation - Vestibule training

- Coaching - Role Playing

- Job instruction - Lecture methods

- Training through step – by – step - Conference or discussion

- Committee assignments - Programmed instruction

- Internships

ADVANTAGES OF TRAINING

• Increased productivity

• Heightened morale

• Reduced supervision

• Reduced accidents

• Increased organizational stability

PURPOSES / BENEFITS OF

TRAINING• HOW TRAINING BENEFITS THE ORGANIZATION

Leads to improved profitability and /or more positive

attitudes toward profits orientation. Improves the job knowledge and skills at all levels of

the organization. Helps people identify with organizational goals. Improves the relationship between boss and

subordinate. Aids in understanding and carrying out organizational

policies. Helps employees adjust to change.

Cont.,

• BENEFITS TO THE INDIVIDUAL WHICH IN TURN ULTIMATELY SHOULD BENEFIT THE ORGANIZATION

Helps the individual in making better decisions

and effective problem solving.

Helps a person handle stress, tension, frustration

and conflict.

Increases job satisfaction and recognition.

Helps eliminate fear in attempting new tasks.

Cont.,

• BENEFITS IN PERSONNEL AND HUMAN RELATIONS, INTRA AND INTER – GROUP RELATIONS & POLICY IMPLEMENTATION Improves communication between groups and

individuals. Improves inter personal skills Improves morale Makes organization policies, rules and

regulations viable. Makes the organization a better place to work

and live.

TRAINING PROCEDUREJob and

organizational analysis

Evaluate the

Trainee (s)

Identify the

training needs

Prepare cost budget & foresee

benefit – Have cost benefit

analysis

Design the

training needs

Design training content, teaching

methods & media

Prepare the

instructor

Prepare the

trainee

Get ready

to teach

Implement the training programme

Present the operations

Gain the acceptance

of the programme

Try out the trainee’s

performance

Evaluate the result

Update the programme

RECENT DEVELOPMENTS IN TRAINING

• Employee Self Initiative

• On-line Training

• Audiovisual Methods and E-Training

MANAGEMENT DEVELOPMENT

• Management development is a systematic

process of growth and development by which

the managers develop their abilities to manage.

• It concerned with improving the performance of

the managers by giving them opportunities for

growth and development, which in turn depends

on organization structure of the company.

Definition

• According to P. Subba Rao define, “Executive

development is eventually something that the

executive has to attain himself. But he will do

this much better if he is given encouragement,

guidance and opportunity by his company”.

Objectives

• To overhaul the management machinery

• To improve the performance of the managers

• To increase morale of the members of the

management group

• To improve thought process and analytical

ability.

• To increase versatility of the management

group

Need for Management Development Programme

• Techno-managers like basic chemical engineers,

mechanical engineers, information/system engineers

need to be developed in the areas of managerial skills,

knowledge and abilities.

• Efficient functioning of public utilities, transport,

communications etc., depends on professionalization of

management in the sectors.

• The need for management development arises due to

providing technical skills and conceptual skills to non-

technical manager and managerial skills and conceptual

skills to technical managers.

Principles of Management Development

• The management should assess he development

needs of its managers at different levels through

performance analysis and development methods.

• Management should integrate career planning &

development of the organization with the

management development programmes.

• Management development programmes is a

continuous process.

METHOD OF MANAGEMENT DEVELOPMENT

Important Methods of Management Development

On-the-job Techniques Off-the-job Techniques

Coaching Job Under Multiple Rotation Study Management

The Case Incident Role In Basket Business Method Method Playing Method Games

Sensitivity Simulation Grid Conferences Lectures Training Training

ORGANIZATION DEVELOPMENT

• The planned process of improving an

organization by developing its structures,

systems, and processes to improve

effectiveness and achieve desired goals.

Definition

• According to Cummings and Worley, 1993

define, Organization Development is a

systematic application of behavioural science

knowledge to the planned development and

reinforcement of organizational strategies,

structures, and processes for improving an

organization’s effectiveness.

OD Techniques

• Survey feedback: A process of

collecting data from an organizational unit

through the use of questionnaires, interviews,

and objective data from other sources such as

records of productivity, turnover, and

absenteeism.

Cont.,

• Quality circles: Groups of employees

who voluntarily meet regularly with their

supervisors to discuss problems, investigate

causes, recommend solutions, and take

corrective action when authorized to do so.

Cont.,

• Team building: A conscious effort to

develop effective workgroups and cooperative

skills throughout the organization.

• Sensitivity training: An organization

development technique that is designed to help

individuals learn how others perceive their

behavior (also known as T-group training).

SELF – MANAGEMENT

• Self – management teaches people to observe

their own behaviour, compare their outputs to

their goals, and administer their own

reinforcement to sustain goal commitment and

performance.

Cont.,

• The concept of self – management is also

important in programs of empowerment. In

order for employees to work effectively in a firm

that delegates power and responsibility, they

need to have the basic skills of self –

management.

Examples???

• Why not “self-control”?

The secret to success

Practical techniques you can adopt are:

• Learn to cope with stress• Develop self-esteem (confidence)• Develop effective strategies to cope with conflict• Develop a positive attitude• Learn to be patient• Re-appraise your situation• Learn from feedback• Maintain a healthy lifestyle• Manage your time better

Benefits of Self-Management

• Can be used to change… thoughts and feelingsbehaviors that cannot be easily observed by

othersbehaviors that might go unnoticed by others

• Can be used to promote generalization and maintenance of behavior change

• People with diverse abilities can learn self-management skills

• Self-selected tasks performance criteria may lead to better performance

Twelve Rules for Self-Management.

1. Live by your values, whatever they are. You confuse people when you don’t, because they can’t predict how you’ll behave.

2. Speak up! No one can “hear” what you’re thinking without you be willing to stand up for it. Mind-reading is something most people can’t do.

3. Honor your own good word, and keep the promises you make. If not, people eventually stop believing most of what you say, and your words will no longer work for you.

Cont.,

4. When you ask for more responsibility, expect

to be held fully accountable. This is what

seizing ownership of something is all about; it’s

usually an all or nothing kind of thing, and so

you’ve got to treat it that way.

5. Don’t expect people to trust you if you aren’t

willing to be trustworthy for them first and

foremost. Trust is an outcome of fulfilled

expectations.

Cont.,

6. Be more productive by creating good habits and rejecting bad ones. Good habits corral your energies into a momentum-building rhythm for you; bad habits sap your energies and drain you.

7. Have a good work ethic, for it seems to be getting rare today. Curious, for those “old-fashioned” values like dependability, timeliness, professionalism and diligence are prized more than ever before. Be action-oriented. Seek to make things work. Be willing to do what it takes.

Cont.,

8. Be interesting. Read voraciously, and listen to

learn, then teach and share everything you

know. No one owes you their attention; you

have to earn it and keep attracting it.

9. Be nice. Be courteous, polite and respectful.

Be considerate. Manners still count for an

awful lot in life, and thank goodness they do.

10.Be self-disciplined. That’s what adults are

supposed to “grow up” to be.

Cont.,

11. Don’t be a victim or a martyr. You always have

a choice, so don’t shy from it: Choose and

choose without regret. Look forward and be

enthusiastic.

12.Keep healthy and take care of yourself.

Exercise your mind, body and spirit so you can

be someone people count on, and so you can

live expansively and with abundance.

KNOWLEDGE MANAGEMENT

• Knowledge management is, “a systematic,

explicit and deliberate building, renewal and

application of knowledge to maximize an

enterprise knowledge related effectiveness and

returns from its knowledge assets”.

Definition

• As Pattanayak points out, knowledge

management is a major part of the strategy to

use expertise to accomplish a sustainable

competitive advantage in tomorrow’s business

environment.

• Based on Beckman’s analysis, he describe

eight stages in knowledge management:

(i) identity, (ii) collect, (iii) select, (iv) store, (v)

share, (vi) apply, (vii) create and (viii) sell.

Benefits of Knowledge Management

• Knowledge management helps the organization

to –

Improve organizational effectiveness.

Improve the returns.

Build competencies / competitive advantage /

distinctive competencies.

Create greater value for core businesses.

See the opportunities and exploit them.

Importance of Knowledge Management

• The organizations having rich ‘knowledge

source’ once can able to maintain and enhance

their core competence and corporate identity.

• Knowledge management can be used for

creating customer value, operational excellence

and product innovation, by which the profit and

effectiveness of the organization will increase.

Cont.,

• Also much of the value added work in organization’s today is primarily knowledge-based. For example, the work of the following functions or departments is essentially knowledge based: Customer Service Information Management Finance HR / Administration Management Manufacturing (Such as CAM, JIT concepts)

Knowledge Vs. Information Management

Knowledge Management

• Focus on capturing tacit &

explicit information.

• Designed for distributed access,

storage and control.

• Employs technologies for

knowledge discovery.

• Add value for growth, innovation

and leverage.

• Productivity for innovation.

Information Management

• Focus on recording and

processing explicit information.

• Designed for centralized

information storage and control.

• Dependent on well-defined

enquiries for retrieval.

• Required to maintain mission –

critical enterprise data.

• Productivity for efficiency.

Knowledge Management Process

IdentityStage

CollectStage

SelectStage

StoreStage

ShareStage

Apply StageCustomeracceptance

Create Stage