Training and development

TRAINING AND DEVELOPMENTNAYANA N P 3RD SEMESTER M.TECH HRDNITTTR CHENNAI

DEFINITION- TRAINING

•Systematic modification of behavior through learning, which occurs as a result of education, instruction and development and planned experience

DESIGNING TRAINING

EVALUATING TRAINING

FEED

BACK

DEFINITIONS

•“Training is the set of activities that provides the opportunity to acquire and improve job related skills.” – Schermerhorn, Hunt and Osborn

•“Training is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment. “– Irvin

•“Training is the process of acquiring the skills necessary to do the job.” – Robert . N. Lussier

DEFINITIONS (continued.)

•“Training is one of the several responses that an organization can undertake to promoted learning . “–Reynolds

•“Training is a planned effort by a company to enable employees to learn job related competencies. “–Noe

•“Training and development is the process of developing expertise for the purpose of improving performance. “ – Swanson and Holton

Objectives of Training

•Main objectives:: to help the

organization achieve its objectives by

adding value to its key assets-the

people it employs

▫Develop competencies

▫Help people grow within the organization

▫Reduce the learning time of employees

3 components of training….

PLANNING

DESIGNING EVALUATION

HEAD COUNT

•Focus•Benchmarks•Time span •Duration•measures

TRAINING

•skill•Behavioral•Short to medium•Continuous•Bottom line

DEVELOPMENT

•Process•readiness•Medium to long•Milestones•competencies

EDUCATION

•Concept•Capacity•Long•Fixed•professionalism

DIFFERENCE BETWEEN TRAINING,DEVELOPMENT AND EDUCATION

Dr. Leonard Nadler’s equation

TRAINING + EDUCATION = DEVELOPMENT

TRAINING PARADIGMS

•Culture specific training language training

COGNITIVE

•Social skills training, coaching on prejudices and communication programs

EMOTIONAL

•Culture assimilator, social skills training, focuses on intercultural situations

BEHAVIOURAL

TRAINING CATEGORIES

BROAD CATEGORY

ORAGISATION SPECIFIC

GENERAL

TRAINING PROCESS

PLANNING

DESIGNING

EVALUATION OF TRAINING

1.Planning training

•Establishing the sequence and relationship of

a series of operations prior to commencing

the work

• Is a strategy for employees to develop work

place expertise ,both general and specific

•Essential if both long term and short term

objectives are to be achieved at the right

time.

•7 Stepped Process

PLANNING TRAINING

Setting strategic direction

Training needs assessment

Developing training strategy

Developing training strategies

Identifying training resources and earmarking

funds and staff

Developing training calendar

To : designing training

1.Setting strategic direction :

STRATEGIC

PLAN

CURRENTCOMPETENC

E(PERFORMA

NCE)

DESIREDCOMPETENCYLEVEL

FUTURE PERFORMANCE

COMPETENCYGAPS

2.Training Needs Assessment

•analyze whether training could enhance

goal achievement

•Training SWOT strengths, weaknesses,

opportunities, threats have to be carried

out

•Facilitate in efficient and effective goal

attainment of the organization and yield

•Must in an organisation to be updated

•Training must have a purpose and that can be defined only if the learning need of the organization and the groups and individuals within it have been systematically identified and analyzed.

•TNA can be done identified at the individual and organizational level through the process of analysis

Data for identification of training need

•Evaluation of personnel

•Analysis of work

•Analysis of skills

•Observation

•Changes in the organization or job

•Interviews between superiors and

subordinates

•Analysis of data

Steps in TNA at organizational ,occupational and individual levels

1 •obtaining needs assessment through questionnaire, surveys, advisory groups, focus groups, Interviews

2 •Analyzing data for discrepancy

3 •Defining performance problems such as changing technologies

4 •Conducting research on performance solutions by locating agencies that are doing•Determining costs of training and non training solutions through the involvement of all affected employees

5 •Determining best approaches to resolving problems and issues

6 •Conducting a cost benefit analysis•Finding a business case for selected approach to project what financial benefit will result from the investment of money on training

ORGANISATIONAL ANALYSIS

•OBJECTIVES•RESOURCES•ENVIRONMENT

INDIVIDUAL ANALYSIS

•EXPECTED PERFORMANCEREQUIREMENTS•ACTUAL PERFORMANCE

GAP ANALYSIS

Analyzing the gaps in

competence and skills and

action required to fill these

gaps

Training Needs

Identification

Training Needs Identification

Most common methods of diagnosis of organizational training needs

•Evaluation of personnel

•Analysis of work

•Analysis of skills

•Observation

•Changes in the organization or job

•Interviews between superiors and sub

ordinates

•Analysis of data

3. Developing training strategy

• Developing training strategy involves

▫Analyzing and identifying corporate and occupational needs

▫Developing proposals on how these needs should be

satisfied.

▫Preparing plans and budgets for training activities

▫ Identifying external training resources, selecting external

training providers ,specifying what is required from them

and ensuring that their delivery of training meets the

specification

Training strategy

Training strategy C

Competency gaps

Training strategy A

Training strategy B

Cost benefit analysi

s

Training plan/ business case

Selected training strategy

4.Developing training policies , plans and procedures

• Gives guidelines for

▫ Amount of training needed

▫ The amount of money that should be allocated

▫ Scope and aims of training schemes

▫ Allocation of responsibilities for training

• Purpose of training plan is to identify the work to be

carried in to achieve agreed objectives

• Establishes general requirements for work process of

identifying ,providing and tracking employee training