““Recently, I was asked if I was going to fire an empRecently, I was asked if I was going to fire an employee who made a mistake that cost the companyloyee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 trai $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his ning him. Why would I want somebody to hire his experience?experience?

”” - - Thomas J. Watson Thomas J. Watson ((AmericanAmerican EntrepreneurEntrepreneur and and

FounderFounder of IBMof IBM ,, 18741874--19561956))

"Training is everything. The peach was once a "Training is everything. The peach was once a bitter almond; cauliflower is nothing but bitter almond; cauliflower is nothing but

cabbage with a college education." - Mark cabbage with a college education." - Mark TwainTwain

““Learning without thought is labor lost. Thought Learning without thought is labor lost. Thought without learning is intellectual death." - without learning is intellectual death." - ConfuciusConfucius

““What I hear, I forget. What I see, I remember. What I hear, I forget. What I see, I remember. What I do, I understand.” - Confucius What I do, I understand.” - Confucius

"Knowing is not enough; we must apply. "Knowing is not enough; we must apply. Willing is not enough we must do." - Goethe Willing is not enough we must do." - Goethe

"You cannot teach a man anything. You can only "You cannot teach a man anything. You can only help him discover it within himself." - Galileo help him discover it within himself." - Galileo Galilei Galilei

““Live as if your were to die tomorrow. Learn as Live as if your were to die tomorrow. Learn as if you were to live forever." - Gandhi if you were to live forever." - Gandhi

""The only kind of learning which significantly The only kind of learning which significantly influences behavior is self-discovered or self-influences behavior is self-discovered or self-appropriated learning - truth that has been appropriated learning - truth that has been assimilated in experience." - Carl Rogersassimilated in experience." - Carl Rogers

According to recent review by HBR, there According to recent review by HBR, there is a direct link between Training is a direct link between Training investment of the companies & the investment of the companies & the market capitalization. Those companies market capitalization. Those companies with higher training investment had with higher training investment had higher market capitalization.higher market capitalization.

Employee Training & Employee Training & DevelopmentDevelopment• Difference between Education, Difference between Education,

Training and Development.Training and Development.

• Rapid rate of obsolescence. Rapid rate of obsolescence.

• Redesigning of work into job sharing Redesigning of work into job sharing broader responsibilities mergers and broader responsibilities mergers and acquisitions.acquisitions.

• Less loyalty to employer requires Less loyalty to employer requires greater efforts at integration.greater efforts at integration.

Training & DevelopmentTraining & Development

• In general, In general, trainingtraining refers to a planned refers to a planned effort by a company to facilitate the learning effort by a company to facilitate the learning of job‑related knowledge, skills, or behavior of job‑related knowledge, skills, or behavior that can be used immediately on the job. that can be used immediately on the job. Tends to be narrowly focused and oriented Tends to be narrowly focused and oriented toward short-term performance concerns.toward short-term performance concerns.

• Development provides an employee with Development provides an employee with knowledge that may be used today or at knowledge that may be used today or at some time in the future. (long-term) some time in the future. (long-term)

Effort that is oriented more toward Effort that is oriented more toward broadening an individual’s skills for the broadening an individual’s skills for the future responsibilities.future responsibilities.

Employee Training & Employee Training & DevelopmentDevelopment

• Traditionally T & D were relegated to Traditionally T & D were relegated to narrowly defined support roles where narrowly defined support roles where individuals were trained around current job individuals were trained around current job based deficiencies.based deficiencies.

• In some organizations T&D is the critical In some organizations T&D is the critical means for creating readiness and flexibility means for creating readiness and flexibility for change (in US half of the money spent for change (in US half of the money spent on T&D $27billion is spent by 15,000 on T&D $27billion is spent by 15,000 employers. employers.

• These strategic challenges for training exist These strategic challenges for training exist alongside standard types of training alongside standard types of training (orientation and socialization)(orientation and socialization)

Policies and values to support T&DPolicies and values to support T&D

Organisations have explicit T&D policies, Training Calendars, own training Organisations have explicit T&D policies, Training Calendars, own training centres (Infosys academy, Tata Mgmt training Centre) which address centres (Infosys academy, Tata Mgmt training Centre) which address budgetary allocation, required levels or hours of training or required T&D budgetary allocation, required levels or hours of training or required T&D before or after promotions.before or after promotions.

• Infosys is planning to scale up its training budget by 24 per cent next fiscal to Infosys is planning to scale up its training budget by 24 per cent next fiscal to $230 million. The technology firm has already hiked training time to groom its $230 million. The technology firm has already hiked training time to groom its employees for leadership roles by 10 weeks to 29 weeks. employees for leadership roles by 10 weeks to 29 weeks.

• The Economic Times quoted Tan Moorthy, vice president and head (education The Economic Times quoted Tan Moorthy, vice president and head (education and research), Infosys, as saying, “We want employees to understand context and research), Infosys, as saying, “We want employees to understand context of the customer, equip them with better business acumen so they can offer of the customer, equip them with better business acumen so they can offer solutions and options for clients and not just routinesolutions and options for clients and not just routine services.” services.”

• Companies like Accenture Tata spend 3% to 5% of revenue on employee Companies like Accenture Tata spend 3% to 5% of revenue on employee training.training.

• Best in class allocates 45 hrs in annual training for executives and 51 hrs for Best in class allocates 45 hrs in annual training for executives and 51 hrs for supervisory personnel. 3M specifies 40 hrs., AT&T 80 hrs.supervisory personnel. 3M specifies 40 hrs., AT&T 80 hrs.

• Many organisations establish T & D policies as part of structured career paths, Many organisations establish T & D policies as part of structured career paths, a prerequisite for consideration for promotion or a requirement once the a prerequisite for consideration for promotion or a requirement once the promotion is obtained. E-learning through Learning Portals, Accenture has “ My promotion is obtained. E-learning through Learning Portals, Accenture has “ My Learning”Learning”

• (P&G) Growth & promotion is contingent upon completion of certain mandatory (P&G) Growth & promotion is contingent upon completion of certain mandatory hours of training. Molding attitudes and behaviours of supervisors and hours of training. Molding attitudes and behaviours of supervisors and managers through value oriented statements.managers through value oriented statements.

Why Training and Developing Why Training and Developing Employees Is Important?Employees Is Important?

• Integration is essential to ensure Integration is essential to ensure effective and productive employees.effective and productive employees.

• Orientation, training and development Orientation, training and development perform the integration function.perform the integration function.

• T&D involve short term costs and long T&D involve short term costs and long term benefits.term benefits.

• T&D can be more effective as part of an T&D can be more effective as part of an integrated HR strategy.integrated HR strategy.

• T&D is greatly assisted by well thought T&D is greatly assisted by well thought out staffing strategy.out staffing strategy.

Strategic choicesStrategic choicesa)a) Conformity vs. innovation. Employees who Conformity vs. innovation. Employees who

follow rules or who challenge ineffective follow rules or who challenge ineffective rules. The issue is how to achieve the rules. The issue is how to achieve the stability that is needed to function as an stability that is needed to function as an organization and at the same time to organization and at the same time to encourage the employees to develop their encourage the employees to develop their creativity. Toyota, Nissan, 3M.creativity. Toyota, Nissan, 3M.

Rand Merchant Bank of SA’s Rule book.Rand Merchant Bank of SA’s Rule book.b)b) Develop human resources or hire developed Develop human resources or hire developed

ones: ones: • Developing people versus hiring developed Developing people versus hiring developed

people: Size is a major factor.people: Size is a major factor.• Untrained people are cheaper. P&G, IBM.Untrained people are cheaper. P&G, IBM.

c)c) Improve performance of marginal Improve performance of marginal performers or replace them: Improving performers or replace them: Improving versus replacing poor performers; cost versus replacing poor performers; cost entailed, legal considerations, entailed, legal considerations, replacement costs, top mgt’s philosophy.replacement costs, top mgt’s philosophy.

d)d) How well does the organization's How well does the organization's development strategy match the development strategy match the organization's overall strategy?organization's overall strategy?

Strategy and development: growth by Strategy and development: growth by entering new markets.entering new markets.

Innovative trainingInnovative trainingTraining can:Training can:• increase employees’ knowledge of foreign increase employees’ knowledge of foreign

competitors and cultures.competitors and cultures.• help ensure that employees have the basic skills help ensure that employees have the basic skills

to work with new technology,to work with new technology,• help employees understand how to work help employees understand how to work

effectively in teams to contribute to product and effectively in teams to contribute to product and service quality.service quality.

• Ensure that the company’s culture emphasizes Ensure that the company’s culture emphasizes innovation, creativity, and learning.innovation, creativity, and learning.

• Ensure employment security by providing new Ensure employment security by providing new ways for employees to contribute to the company ways for employees to contribute to the company when their jobs change, their interests change, when their jobs change, their interests change, or their skills become obsolete.or their skills become obsolete.

• Increase ability to deal with crisis and Increase ability to deal with crisis and emergencies.emergencies.

• Prepare employees to accept and work more Prepare employees to accept and work more effectively with each other, particularly with effectively with each other, particularly with minorities and women.minorities and women.

• Promote safe working behavior and environment.Promote safe working behavior and environment.

Training for different Training for different purposespurposes• Corporate Experiential Education /Corporate Class roomsCorporate Experiential Education /Corporate Class rooms• Motivational workshopsMotivational workshops • Communication Skills Communication Skills • Leadership Training Leadership Training • Time Management Time Management • Conflict Resolution Conflict Resolution • Stress Management Stress Management • Coaching and Mentoring Coaching and Mentoring • Team Building Skills Team Building Skills • Executive Coaching Executive Coaching • Creative Problem Solving Creative Problem Solving • Presentation Skills Presentation Skills • Short Motivational Programs Short Motivational Programs • Sales Training Sales Training • Performance Appraisal WorkshopPerformance Appraisal Workshop• Cost effective ProgramsCost effective Programs• Corporate Adventure TrainingCorporate Adventure Training

Innovative trainingInnovative training

• E.g. coca cola’s 10 week MDP for E.g. coca cola’s 10 week MDP for potential GMs includes traditional potential GMs includes traditional leadership training as well as internally leadership training as well as internally designed simulations that are mirror designed simulations that are mirror images of business in Coca Cola.images of business in Coca Cola.

• GE – teams of executives are given GE – teams of executives are given actual business problems. Business actual business problems. Business school professors and consultants school professors and consultants participate in the process.participate in the process.

““The biggest job we have is to teach aThe biggest job we have is to teach a newly hired employee how to fail int newly hired employee how to fail intelligently. We have to train him to exelligently. We have to train him to experiment over and over and to keep periment over and over and to keep on trying and failing until he learns won trying and failing until he learns what will work.hat will work.”  - ”  - Charles F. KetteringCharles F. Kettering

Orientation TrainingOrientation Training

• Orientation: Orientation: familiarizing new employees with familiarizing new employees with the rules, policies, procedures and culture of the the rules, policies, procedures and culture of the organization. It orients, guides and directs the organization. It orients, guides and directs the new employees to understand the work, new employees to understand the work, organization, work group and mission and goals.organization, work group and mission and goals.

• Socialization: Socialization: The process of learning how and The process of learning how and why things are done in an organization. why things are done in an organization.

• Acculturation: Acculturation: The process of learning the The process of learning the culture of an organization. Organization Culture culture of an organization. Organization Culture is a set of values, beliefs, history, traditions, is a set of values, beliefs, history, traditions, norms, artifacts that a group holds in common.norms, artifacts that a group holds in common.

OrientationOrientation

Purposes & Benefits of OrientationPurposes & Benefits of Orientation• Reduces startup costs: JWT’s Blending with PeersReduces startup costs: JWT’s Blending with Peers• Makes the employee productive very soon.Makes the employee productive very soon.• Reduces Anxiety & Stress: A Buddy in need Reduces Anxiety & Stress: A Buddy in need • Reduces Employee turnover: Boot Camps (military-Reduces Employee turnover: Boot Camps (military-

style training) Induslogic India: Feedback Mechanismstyle training) Induslogic India: Feedback Mechanism• Saves time for the supervisor: Quality Start team at Saves time for the supervisor: Quality Start team at

Sapient (SRP) Sapient readiness programmeSapient (SRP) Sapient readiness programme• Developing and nurturing talent, future leaders one Developing and nurturing talent, future leaders one

year long training at Reckitt Benckiser Make things year long training at Reckitt Benckiser Make things happen not just learn how others make things happen not just learn how others make things happen. Unleash potential early in their careers.happen. Unleash potential early in their careers.

• Extensive technical training: NIIT’s SEED (School for Extensive technical training: NIIT’s SEED (School for Employee Education & Dev): e-NIP (web based Employee Education & Dev): e-NIP (web based training programme training programme

• Allow creative expression, nurture ideas: “Voyage” at Allow creative expression, nurture ideas: “Voyage” at Marriott InternationalMarriott International

• Develops realistic job expectations, positive attitudes Develops realistic job expectations, positive attitudes & job satisfaction& job satisfaction

1.1. Orientation should begin with the most relevant and Orientation should begin with the most relevant and immediate kinds of information.immediate kinds of information.

2.2. The most significant part of orientation is the human The most significant part of orientation is the human sideside

3.3. New employees should be New employees should be “sponsored”“sponsored” or directed in or directed in the immediate environment by an experienced worker the immediate environment by an experienced worker or supervisoror supervisor

4.4. New employees should be gradually introduced to the New employees should be gradually introduced to the people with whom they will workpeople with whom they will work

5.5. New employees should be allowed sufficient time to New employees should be allowed sufficient time to get their feet on the ground before job demands on get their feet on the ground before job demands on them are increased.them are increased.

6.6. Keep the paper work portion of the orientation light Keep the paper work portion of the orientation light on the first day.on the first day.

7.7. Alternate heavy information such as benefits and Alternate heavy information such as benefits and insurance forms with live accounts of the organisation insurance forms with live accounts of the organisation by the CEO. (orgn is made of people not rules only)by the CEO. (orgn is made of people not rules only)

8.8. Glossary of terms unique to the organisation: In Glossary of terms unique to the organisation: In Disney employees are called cast members.Disney employees are called cast members.

9.9. Find a buddy for each employee . The match should Find a buddy for each employee . The match should be on a personality basis rather than a job basis.be on a personality basis rather than a job basis.

Tips for Building A Strong Tips for Building A Strong Orientation ProgramOrientation Program

• Welcoming.Welcoming.• Meeting with the boss.Meeting with the boss.• Completing paperwork.Completing paperwork.• Reviewing the employee handbookReviewing the employee handbook

Contents of employee ManualContents of employee Manual Message from MDMessage from MD Employment Relationships: Employee conduct, Employment Relationships: Employee conduct,

standards of conduct, attendance, promotions, standards of conduct, attendance, promotions, Performance appraisals. Performance appraisals.

History, History, Employee benefits, Employee benefits, Insurance benefits, Insurance benefits, special programs, special programs, retirement, retirement, Miscellaneous.Miscellaneous.

Components of An OrientationComponents of An Orientation

Employment Relationships between the employer and Employment Relationships between the employer and employee are based on an implied contract not a written employee are based on an implied contract not a written one. (employment at will). It should be avoided.one. (employment at will). It should be avoided.

Wrongful discharge suits by employees can be for four Wrongful discharge suits by employees can be for four reasons: reasons:

1.1. dismissing the employee for refusing to perform some dismissing the employee for refusing to perform some illegal or unethical activity.illegal or unethical activity.

2.2. Unfairness and lack of good faith: fired just before his Unfairness and lack of good faith: fired just before his retirements benefits are to begin.retirements benefits are to begin.

3.3. Sabotaged by the company for seeking job outside.Sabotaged by the company for seeking job outside.4.4. When Employer do not walk the talk. When Employer do not walk the talk.

• Introducing job duties and performing Introducing job duties and performing initial training: job description, objectives, initial training: job description, objectives, performance evaluation.performance evaluation.

• Conducting follow up session.Conducting follow up session.• Informal Training: HazingInformal Training: Hazing

Model of Training ProcessTask

Needs Assessment

Employee Needs Assessment

Development ofTraining objectives

Development ofCriteria for trainingevaluation

Train

Design and selectTraining procedures

Compare results To criteria (evaluation)

Measure trainingresults

Organizational Needs Assessment

feedback

Systems Model of TrainingSystems Model of Training

Phase 1:Phase 1:Needs Needs

AssessmentAssessment________________________________• Organization Organization

analysisanalysis• Task analysisTask analysis• Person analysisPerson analysis

Phase 1:Phase 1:Needs Needs

AssessmentAssessment________________________________• Organization Organization

analysisanalysis• Task analysisTask analysis• Person analysisPerson analysis

Phase 2:Phase 2:DesignDesign

________________________________• Instructional Instructional

objectivesobjectives• TraineeTrainee

readinessreadiness• LearningLearning

principlesprinciples

Phase 2:Phase 2:DesignDesign

________________________________• Instructional Instructional

objectivesobjectives• TraineeTrainee

readinessreadiness• LearningLearning

principlesprinciples

Phase 3:Phase 3:ImplementationImplementation________________________________• On-the-jobOn-the-job

methodsmethods• Off-the-jobOff-the-job

methodsmethods• ManagementManagement

developmentdevelopment

Phase 3:Phase 3:ImplementationImplementation________________________________• On-the-jobOn-the-job

methodsmethods• Off-the-jobOff-the-job

methodsmethods• ManagementManagement

developmentdevelopment

Phase 4:Phase 4:EvaluationEvaluation

________________________________• ReactionsReactions• LearningLearning• Behavior transferBehavior transfer• ResultsResults

Phase 4:Phase 4:EvaluationEvaluation

________________________________• ReactionsReactions• LearningLearning• Behavior transferBehavior transfer• ResultsResults

Needs Assessment for Needs Assessment for TrainingTraining• Competency assessmentCompetency assessment

– Analysis of the sets of skills and knowledge needed for Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs.decision-oriented and knowledge-intensive jobs.

• ORGANIZATIONALORGANIZATIONALANALYSISANALYSIS

TASK ANALYSIS TASK ANALYSIS

• PERSON ANALYSISPERSON ANALYSIS

• ORGANIZATIONALORGANIZATIONALANALYSISANALYSIS

TASK ANALYSIS TASK ANALYSIS

• PERSON ANALYSISPERSON ANALYSIS

……of environment, strategies, and resources of environment, strategies, and resources to determine where to emphasize trainingto determine where to emphasize training

……of environment, strategies, and resources of environment, strategies, and resources to determine where to emphasize trainingto determine where to emphasize training

……of the activities to be performed in order to of the activities to be performed in order to determine the KSAs needed.determine the KSAs needed.

……of the activities to be performed in order to of the activities to be performed in order to determine the KSAs needed.determine the KSAs needed.

……of performance, knowledge, and skills in of performance, knowledge, and skills in order to determine who needs training.order to determine who needs training.

……of performance, knowledge, and skills in of performance, knowledge, and skills in order to determine who needs training.order to determine who needs training.

Determining training needsDetermining training needs• Is there a training need?Is there a training need?• What are the organizational goals?What are the organizational goals?• What tasks must be completed to What tasks must be completed to

achieve these goals?achieve these goals?• What behaviors are necessary for each What behaviors are necessary for each

job incumbent to complete his/her job incumbent to complete his/her tasks?tasks?

• What deficiencies if any do incumbents What deficiencies if any do incumbents have in the KSA’s required to exhibit the have in the KSA’s required to exhibit the job behaviour?job behaviour?

• Organizational analysis involves determining the Organizational analysis involves determining the appropriate ness of training, given the company's appropriate ness of training, given the company's business strategy, its resources available for business strategy, its resources available for training, and support by managers and peers for training, and support by managers and peers for reining activities. SunU, the training and reining activities. SunU, the training and development organization of Sun Microsystems development organization of Sun Microsystems realigned its training philosophy and types of realigned its training philosophy and types of training conducted to be more linked to Sun’s training conducted to be more linked to Sun’s strategy of internal growth.strategy of internal growth.

• Person analysis helps the manager identify Person analysis helps the manager identify whether training is appropriate and which whether training is appropriate and which employees need training. When a problem, such employees need training. When a problem, such as a performance deficiency, is identified, it is as a performance deficiency, is identified, it is often unclear whether training is the solution. often unclear whether training is the solution.

• Task analysis identifies the conditions in which Task analysis identifies the conditions in which tasks are performed. A job is a specific position tasks are performed. A job is a specific position requiring the completion of specific tasks. requiring the completion of specific tasks.

Sources for Need AssessmentSources for Need Assessment

• Written sources: Employee files, JA, Written sources: Employee files, JA, Performance appraisal, Customer Performance appraisal, Customer complaints, employment tests.complaints, employment tests.

• Other sources: Consultants, Other sources: Consultants, employees, Managementemployees, Management

• Methods: Observation, Interview, Methods: Observation, Interview, Questionnaires, JA, PA, testing.Questionnaires, JA, PA, testing.

Phase 2: Designing Training Phase 2: Designing Training ProgramsPrograms

Characteristics of successful trainersCharacteristics of successful trainersCharacteristics of successful trainersCharacteristics of successful trainers

Trainee readiness and motivationTrainee readiness and motivationTrainee readiness and motivationTrainee readiness and motivation

Issues in training designIssues in training designIssues in training designIssues in training design

Instructional objectivesInstructional objectivesInstructional objectivesInstructional objectives

Principles of learningPrinciples of learningPrinciples of learningPrinciples of learning

Learning principlesLearning principles• Employee MotivationEmployee Motivation

• Recognition of Individual DifferencesRecognition of Individual Differences

• PracticePractice

• Reinforcement (partial, continuous schedule)Reinforcement (partial, continuous schedule)

• Knowledge of resultsKnowledge of results

• Goal directedGoal directed

• Meaningfulness of materialMeaningfulness of material

• Transfer of trainingTransfer of training

• ModelingModeling

• Behavior modificationBehavior modification

Principles of LearningPrinciples of Learning

Recognition of individual learning Recognition of individual learning differencesdifferencesRecognition of individual learning Recognition of individual learning differencesdifferences

Meaningfulness of presentationMeaningfulness of presentationMeaningfulness of presentationMeaningfulness of presentation

Focus on learning and transferFocus on learning and transferFocus on learning and transferFocus on learning and transfer

Goal setting - What’s the value?Goal setting - What’s the value?Goal setting - What’s the value?Goal setting - What’s the value?

Behavioral modelingBehavioral modelingBehavioral modelingBehavioral modeling

Principles of Learning Principles of Learning (cont’d)(cont’d)

Feedback and knowledge of Feedback and knowledge of progress (learning curve)progress (learning curve)Feedback and knowledge of Feedback and knowledge of progress (learning curve)progress (learning curve)

Whole versus-part learningWhole versus-part learningWhole versus-part learningWhole versus-part learning

Focus on method and processFocus on method and processFocus on method and processFocus on method and process

Active practice and repetitionActive practice and repetitionActive practice and repetitionActive practice and repetition

Massed-vs-distributed learningMassed-vs-distributed learningMassed-vs-distributed learningMassed-vs-distributed learning

A Typical Learning CurveA Typical Learning CurvePerformance

Low

High

Time (weeks)

PlateauPlateauPlateauPlateau

• Transfer of T&D:Transfer of T&D: Degree of continuity Degree of continuity between learning in the T&D context and between learning in the T&D context and behaviors and results in the job behaviors and results in the job environment.environment.

Factors:Factors: Theory, demo, practice (simulation), Theory, demo, practice (simulation), practice on the job with feedback and practice on the job with feedback and coachingcoaching

• The three basic approaches to maximizing The three basic approaches to maximizing transfer:transfer:

A)A) Overlap between T&D and job contexts. Overlap between T&D and job contexts.

On the job training: Reduces down time, On the job training: Reduces down time, maximizes content relevance, ensures that maximizes content relevance, ensures that learning is embedded into routine processes. learning is embedded into routine processes.

B) B) Integration between T&D and other Integration between T&D and other elements of the HRM system. Making T&D elements of the HRM system. Making T&D a part of an overall human resource a part of an overall human resource framework that hires, promotes, develops framework that hires, promotes, develops and rewards people using a core set of and rewards people using a core set of competencies. competencies.

• Trainees are held accountable for improved Trainees are held accountable for improved performance following training during performance following training during performance appraisals. performance appraisals.

• Structured career pathing also integrates Structured career pathing also integrates T&D with HRM systems.T&D with HRM systems.

• Coworkers and supervisors are involved in Coworkers and supervisors are involved in proactively supporting knowledge base and proactively supporting knowledge base and behavioral improvements after T&D. (e.g. behavioral improvements after T&D. (e.g. Xerox – LUTI, learn, use, train and inspect)Xerox – LUTI, learn, use, train and inspect)

C) C) Integration of management into Integration of management into the T&D process: the T&D process: active planning active planning with employees, Expected results with employees, Expected results and monitoring and facilitating and monitoring and facilitating process is specified.process is specified.

Designing Training & Dev. Designing Training & Dev. ProgramProgram• Who are the trainees?Who are the trainees?• Who are the trainers?Who are the trainers?• Methods & techniques of trainingMethods & techniques of training• Location of trainingLocation of training• What makes training programs effective?What makes training programs effective? Selecting content: strategic objectives, Selecting content: strategic objectives,

culture and values, and predicted culture and values, and predicted competency and skill needs.competency and skill needs.

• exploitation of technology to aid learning, exploitation of technology to aid learning, emphasis on teams, mentoring.emphasis on teams, mentoring.

• Increasing cost effectiveness- shortening Increasing cost effectiveness- shortening learning curve through simulations.learning curve through simulations.

Characteristics of Characteristics of Successful InstructorsSuccessful Instructors

• Knowledge of the subjectKnowledge of the subject

• AdaptabilityAdaptability

• SinceritySincerity

• Sense of humorSense of humor

• InterestInterest

• Clear instructionsClear instructions

• Individual assistanceIndividual assistance

• EnthusiasmEnthusiasm

• Determine budget

• Identify institutional support

• Identify training objectives

• Research content

• Determine time on specific content

• Determine methods of delivery

• Develop handouts

• Choice of method of T&D: depends on Choice of method of T&D: depends on organisational culture and values, T&D organisational culture and values, T&D objectives, profile of trainees and trainers, objectives, profile of trainees and trainers, financial and technological resources.financial and technological resources.

• Emphasis on on-the-job training, Emphasis on on-the-job training, exploitation of technology to aid training, exploitation of technology to aid training, (satellite communications or (satellite communications or teleconferencing, interactive video teleconferencing, interactive video network as in Fed Ex) teams and network as in Fed Ex) teams and mentoring.mentoring.

• Emphasis on increasing the efficiency and Emphasis on increasing the efficiency and cost effectiveness of training. cost effectiveness of training.

Methods of trainingMethods of trainingOn the Job training:On the Job training: Job rotation, Job rotation,

mentoring, apprenticeship, Coaching, Job mentoring, apprenticeship, Coaching, Job instruction training.instruction training.

Off the job training:Off the job training: • Lectures, Lectures, • Audiovisual presentations, Audiovisual presentations, • Case studies, Case studies, • Programmed LearningProgrammed Learning• Computer assisted instructions, Computer assisted instructions, • Role playing, Role playing, • Vestibule training, Vestibule training, • ConferencesConferences• Management Games & exercisesManagement Games & exercises

• Behaviour ModellingBehaviour Modelling• Web based learningWeb based learning :e-mail boxes –one lesson a :e-mail boxes –one lesson a

day : digitalthink.com; click2learn.comday : digitalthink.com; click2learn.com• Training via CD-ROMTraining via CD-ROM, , • Learning Portals:Learning Portals: sites that link to either an sites that link to either an

extensive collection of home-grown educational extensive collection of home-grown educational content or to the content and courses produced by content or to the content and courses produced by other companies or individualsother companies or individuals

Training for Special Purposes:Training for Special Purposes:• Cross cultural Training   Cross cultural Training    • Values Training  Values Training   • Diversity Training  Diversity Training   • Training for Teamwork and EmpowermentTraining for Teamwork and Empowerment• Cross functional TrainingCross functional Training• Crisis training/Adventure trainingCrisis training/Adventure training

• Customer service training Customer service training   • Safety trainingSafety training

Training for Special Training for Special Purposes:Purposes:

• Presentation skillsPresentation skills• Quality ImprovementQuality Improvement• Managing ChangeManaging Change• New equipment/ New skill trainingNew equipment/ New skill training• Train the trainerTrain the trainer• Leadership trainingLeadership training• HiringHiring• Time ManagementTime Management• Stress ManagementStress Management• Strategic Planning Strategic Planning • High‑leverage training High‑leverage training is linked to strategic is linked to strategic

business goals and objectives, is supported by business goals and objectives, is supported by top management, relies on an instructional top management, relies on an instructional design model to ensure the quality of training and design model to ensure the quality of training and to contain costs, and is compared or to contain costs, and is compared or benchmarked to programs in other organizations.benchmarked to programs in other organizations.

• Remedial trainingRemedial training

Successful TrainingSuccessful Training• Tie training content to work functions Tie training content to work functions

and and

day to day operations.day to day operations.

• include everyone in the process.include everyone in the process.

• be flexible when / where training be flexible when / where training happens. happens.

• use a variety of training methods.use a variety of training methods.

• provide ongoing feedback.provide ongoing feedback.

• ensure employee confidentiality.ensure employee confidentiality.

• get the support of top management.get the support of top management.

Training ResponsibilitiesTraining Responsibilities

• Top Management (Top Management (Support & Budget)Support & Budget)

• The HR department The HR department (Staff support & (Staff support & Guidance)Guidance)

• The immediate Supervisor The immediate Supervisor (guidance & (guidance & some training) & line manager.some training) & line manager.

• The Employee (interest & Motivation)The Employee (interest & Motivation)

• Training Consultancies.Training Consultancies.

Criteria for EvaluationCriteria for Evaluation

• Kirkpatrick's Four Levels of EvaluationKirkpatrick's Four Levels of Evaluation1.1.Reactions of the participants: Reactions of the participants: Feedback Feedback

forms (Happiness sheets), interviews.forms (Happiness sheets), interviews.2.2.Learning: Learning: test, projects, case studies, tutor test, projects, case studies, tutor

reports. Pre-post testsreports. Pre-post tests3.3.Transfer/Behavioural Changes.Transfer/Behavioural Changes.4.4.Results: Results: Profits, revenue, productivity and Profits, revenue, productivity and

effectiveness.effectiveness.• CIRO (Context, Input, Reaction, Output) CIRO (Context, Input, Reaction, Output)

approach at Tata Motorsapproach at Tata Motors• Cost-Benefit Analyses/ROICost-Benefit Analyses/ROI

– Comparison of costs and benefits associated with Comparison of costs and benefits associated with trainingtraining

• Benchmarking TrainingBenchmarking Training

Balancing Costs and Balancing Costs and Benefits of TrainingBenefits of Training

Balancing Costs and Balancing Costs and Benefits of TrainingBenefits of Training

• 75% of firms measure participant 75% of firms measure participant reactions, fewer than 50% measure reactions, fewer than 50% measure knowledge changes, 20% measure knowledge changes, 20% measure behavioural changes. behavioural changes.

• Emphasis in participant reactions and Emphasis in participant reactions and measuring learning by means of measuring learning by means of behavioural exercises during T&D.behavioural exercises during T&D.

• The missing pieces of evaluations are The missing pieces of evaluations are assessments of post training assessments of post training behaviours .behaviours .

• (e.g Xerox ,Federal Express “rolling (e.g Xerox ,Federal Express “rolling cycle training and pre post measures cycle training and pre post measures and control group, managers and control group, managers evaluation and trainees self rating evaluation and trainees self rating collected two weeks prior and three collected two weeks prior and three months after training)months after training)

• Motorola University uses six sigma Motorola University uses six sigma quality framework with goal of quality framework with goal of having less than four defects per having less than four defects per million T&D sub processes delivered.million T&D sub processes delivered.

• Cost savings to T&D expenditures Cost savings to T&D expenditures (Motorola 33:1)(Motorola 33:1)

• 360 degree appraisal at Johnson and 360 degree appraisal at Johnson and Johnson.Johnson.

• Profit centered approach to T&D Profit centered approach to T&D (individual departments make a (individual departments make a financial commitment to trainingfinancial commitment to training