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7/29/2019 Employee training & Management development
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Employee training & Management development
7/29/2019 Employee training & Management development
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What I hear, I forget.
What I see, I remember.
What I do, I understand.
- Confucius
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Train and they leave you
Do not train and they perish
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Evolution of training
When humans created artifacts, the need for
teaching others how to use those artifacts became
necessary
On-the-job training also called direct instruction or
sit -by-me training - one person showed another
how to do a task was in vogue
Simple work, simple tools & low production
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Training is the acquisition of technology (method of
work) which permits employees to perform theirpresent job to standards
Education is training people to do a different job. Itis often given to people who have been identified asbeing promotable, being considered for a new jobeither lateral or upwards, or to increase theirpotential
Development is training people to acquire newhorizons, technologies, or viewpoints oftenassociated with leadership
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Michael Armstrongs definition of Training
The Systematic Development of the Knowledge,
skills and attitudes required by an individual to
perform adequately a given task or job
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a learning process whereby people acquire
skills, concepts, attitudes or knowledge to aid in
the achievement of goals Mathis and Jackson
the process of aiding employees to gain
effectiveness in their present and future work
Richard Calhoon
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The act of increasing the knowledge and skill ofan employee for doing a particular job
For training to be successful employees
convinced of its utility and effectiveness
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Why?
Provide knowledge and skills required to perform
effectively.
When? New hires (to complement selection)
Change of jobs (e.g., transfer, promotion)
Change to jobs (e.g., new technology; realignment)
Performance deficiencies detected
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Trainingits importance
Improve skills & knowledge morale, mould attitude &
behavior
cooperative, loyal
Job satisfaction lower turnover, absenteeism & grievances
Efficient & economic use of equipment & material minimal
wastage
Meet organizational, & technological changes with
confidence
Investment in human resources good returns
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Trainingits objectives
Updating Skills, Improving Employee Performance,
Improve workplace relations - better teams
Improve organizational problem-solving
Avoiding Managerial Obsolescence
Preparing for promotion and managerial succession
Retaining and motivating employees
Creating an Efficient and effective organization
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Training vs Development - The Difference
Training is focused on individual tasks, also, traininghas a beginning and an end.
Development is the whole person concept. Not onlyteaching them how to do a task -
why we do it - challenging them to figure out a betterway to do it.
give them the tools to work upward through greaterjob and relationship complexities. The job ofdevelopment has no end.
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Acc. to John Maxwell
Training -
we focus on the job
were adding value to
specific things, suchas what their job
description is
helpful for a short time
result of training ischanged performance
Development -
we focus on the
person
we add value toeverything, they
become better in life
helpful for a lifetime
result of developmentis changed lives
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Some common reasons for training
Poor performance (without analysis)
Theyre not performing, therefore they must need
training
Fad - Everyone else is doing it Reward - They deserve it
Habit - Weve always done it. Besides, we have a
budget for it
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The Training Process
Step 1
Conduct trainingneeds analyses
Step 2
Develop training
objectives
Step 3
Review available
training methods
Step 5
Design training
evaluation approach
Step 6Implement
training program
Step 7
measure training
results
Step 4Design/select
training methods
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Learning - the process of acquiring or developing:
- knowledge and understanding
- changes in skills and behavior
- it is a covert activity whereas training is an overt
activity
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Principles of learning
Readiness - physically, mentally, and emotionally ready
Exercise - practice and repetition at regular intervals
Effect based on emotional reactions, law of effect
Primacy first impressions are strong
Recency things learnt last are remembered
Intensity Practical demonstration and application
enhance retention
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Problems in learning can be reduced by
Increasing similarity between training and job
Providing maximum experience with the task beingtaught
Ensuring that general principles are understood
Ensuring that training is rewarded on the job
Designing a training program that can win employeeconfidence
Modifying training programs to incorporate the latest
advancements
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Factors determining the type of training
Organizational culture
Learning principles
Content of the program
Time factor Cost effectiveness
Preferences and capabilities of employees and trainers
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1Needs Assessment
Organizational Analysis Person Analysis
Task Analysis
Ensuring Employees readiness for Training
Attitudes and Motivation Basic Skills
Creating a Learning Environment
Identification of learning objectives and training outcomes
Meaningful material
Practice
Feedback
Observation of others
Administering and coordinating program
The Training Process
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Ensuring Transfer of Training
Self-management strategies
Peer and manager support
Selecting Training Methods
Presentational Methods Hands-on Methods
Group Methods
Evaluating Training Programs
Identification of training outcomes and evaluation design.Cost-benefit analysis
The Training Process
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Needs Analysis
Organizational Analysis
Person Analysis
Task Analysis