T & D Lecture

Definition

“ It is any attempt to improve the current or future employee

performance by increasing every employee’s ability to perform through

learning, usually by changing the employees’ attitude or by increasing

his/her knowledge.”

- Prof. K B Akhilesh

Definition

“Training, at its best, is a set of processes aimed at continuously improving employee performance, the performance of the organization and the professionalism of the T&D function.”

SOME MISCONCEPTIONS

Job experience is a supplement for supervised training

Training is about content, method and trainer

Trainee satisfaction is a proof of good training

Effective T & D is the responsibility of T & D department alone

SOME GLARING ISSUESPoaching trained workers is a major

problem-the training paradox

Corporate commitment is lacking and uneven

Training as investment-a rhetoric????

Lack of coordination between businesses and schools

Why Training???

Knowledge – Competitive EdgeChanging nature of labor market

(Theory X and Y)“Task masters” to “Motivators”Skill VarietyTeam work- The new business

unitsSuccession

Skill Categories

Technical

Interpersonal

Conceptual

Training vs. Development

OD vs. T & D

Learning

Evolving and contingent

Organizational Analysis - strategy

Pre-training Environment

Top Management

Resources

Is training the solution?

Supervisor focused

IS TRAINING THE SOLUTION????

We are pattern seeking animalsLooking for causes/ diagnosisIt is inbuilt and unconsciousDiagnosis is critical to

performance

KLPWhen diagnosis is not done

consciously, systematically & carefully, it is still done!!

IS TRAINING THE SOLUTION????

Questions

Why did Johnny do poorly on the test??

Why did Jane get hurt??

IS TRAINING THE SOLUTION????

Johnny:◦Is it the teacher??◦Is it something about Johnny??◦Is it the particular subject??

Jane:◦Was it Jane’s fault??

◦Was it her playmates??◦Was it faulty bicycle (equipment)??

Workplace Settings

Why was the project not completed on time??

◦Was it the teams fault??◦Was it the fault of someone

particular in the team??◦Was there a problem of resources??

◦Was there a lack of clarity about deadline??

◦Was it the lack of abilities??

2 Key Take Aways

1. Accurate diagnosis is important

2. Diagnosis should be done systematically, carefully &

consciously

Why Is Diagnosis Important??

It drives Remedies:

Consider the following diagnosis by a manager of a performance

problemLack of ability

Lack of motivationPoor Equipment

Individual ChAracteristics

Generation Gaps

Motivation

Level of job involvement

Locus of control

Teaching old dog new tricks

New Hiring

Experienced employees – set ways of doing things

Need for innovation

Conducting a training program

Identify the needs

Design and implement the training

Evaluate Effectiveness

Conducting a training program

• What is the problem?

• Can training help?

• Is training cost beneficial?

• What are the objectives?

• Who needs to be trained?

Training needs

Performance Appraisals

Job Analysis

Organizational Analysis

HR Survey

An Overview of T & D Methods

On-the-Job Training (OJT)

◦Induction/orientation◦Coaching◦Mentoring/shadowing◦Apprenticeship◦Job rotation◦Training positions

Off-the-job training◦Classroom instruction◦Study/Education◦Case Studies◦Role Play◦Simulation◦Games◦Programmed instruction◦Internal training courses

An Overview of T & D Methods [Contd.]

VALIDITY/JUSTIFICATIONPeople –only strategic advantage???The Resource based modelIf strategy is about sustainability and non

limitability then the product/market logic is flawed

The resource based approach has two basic elements: RESOURCES and CAPABILITIES

The intangibility of resources and capabilities to utilize them effectively gives the organization a competitive edge because they can not be easily replicated

VALIDITY/JUSTIFICATIONPeople –only strategic advantage???The Resource based modelHow you see your people - a variable cost or an asset?They are unique (different from inanimate

assets)Diverse Non substitutableThen Mobilization of consent“the sum of people’s knowledge and expertise,

and social relationships, has the potential to provide a non-substitutable source of competitive advantage” (Cappelli & Singh, 1992)

VALIDITY/JUSTIFICATIONPeople –only strategic

advantage???The Resource based modelRARE- difficult to attain (diamonds are rare

but are they valuable? People with knowledge are rare and valuable)

VALUABLE- exploiting opportunities/minimize threats (A B de Villiers)

NON-SUBSTITUTABLE- strategically equivalent (team culture)

IMPERFECTLY IMITABLE- difficult to imitate or replicate (Apple was not the first to create IPod)

VALIDITY/JUSTIFICATIONInduction, orientationi. Indoctrination (internalized

control)ii. Retention iii. Satisfaction “ a mediocre manager who

stays is infinitely preferable to outstanding managers who merely come and go” Henri Fayol

VALIDITY/JUSTIFICATION

Flexibility of workforce

Short Case: NMUK

Self esteem and cynicism

Net result-Improved customer satisfaction

VALIDITY/JUSTIFICATIONQualityImproved quality is a competitive

advantageJapanese ManagementQuality departmentQuality systems like ISO 9000

Net result-Improved customer satisfaction

VALIDITY/JUSTIFICATION

New ideas

Team workSupervisory attitudesCulture

Publication of T&D activitiesOrganization ImageHigh quality applicantsNet result-Improved customer

satisfaction

TYPICAL BARRIERS

No return on investmentOperational constraintsOther priorities for spending

SELLING IT TO THE SIMPLE MINDEDReduced accidentsShorter processing timeReduced scrape and wastageReduced re workReduced overtime/stoppage time

SECURING SENIOR MANAGEMENT SUPPORTSmall successes---build a gradual

momentumPublicize success stories

internallyExternal publicityBenchmarkingNetworking – line & top teamDevelop schedules & time frames