Reid Allen S. Ugsang, Ed.D. StudentDiscussant

DEFINITION OF TRAININGTraining and Development are not synonymous terms.

Training is a process of learning through a sequence of planned and programmed behavior. It tries to improve present job performance and prepare employees for future or intended performance.

TRAINING is therefore :a short term process.an activity based concept.skills are learned, unlearned or relearned.the aim is to enhance individual effectiveness on the job.It involves practical application of programmed knowledge.

DEVELOPMENT is a wider term than training, that has job specific as well as culture specific improvement methods.

Therefore DEVELOPMENT involves:Personality developmentEssentially a thought based conceptA long run interventionRelates individuals to the organization in terms of goals, skills, attitudes, behaviors and values.

DEFINITION OF DEVELOPMENT

TRAINING and DEVELOPMENTTraining aims to improve employees current work skills and behaviour,

whereas development aims to increase abilities in relation to some future position or job.

IN A WAY TRAINING IS A PART OF DEVELOPMENT.

WHY IS TRAINING AND DEVELOPMENT BECOMING AN INCREASINGLY IMPORTANT ISSUE? * Increasing importance of product and service quality (Collin, 2001 and Mabey & Salaman, 1995) Flexibility (Crofts, 1995 & Hyman, 1996) New technology (Hyman, 1996) Downsizing and delayering in lean organizations (Hyman, 1996) Employee commitment (Hyman, 1996 & Holden, 2001) Skills and labor shortages

Training Needs AssessmentBefore undertaking training programmes, organization should make a thorough assessment about the actual need of undertaking training programmes.

Three types of analyses are used to ascertain training needs.

1. Organizational Analysis

2. Job Analysis

3. Person Analysis

Organizational AnalysisOrganizational Analysis answer the question WHERE the training emphasis should be placed in organization.

Job AnalysisJob Analysis tries to answer what should be taught so that the job can be efficiently performed. KASOCs are effectively addressed in the training programmes.

Person AnalysisPerson Analysis tries to answer who needs training in what areas and in what depth. Altered skills, attitudes, behaviors and values can be focused upon in the training programmes.

FINAL STAGEAfter the compilation of the three analysis, objectives for the training programmes can be derived.

Hence on the one hand training need assessments help to develop the right person for the right job. On the other hand, training helps employees to become what they wish to be.

Training Dollars Spent On*Source: Tammy Galvin, The People, Training 38, no. 10 (October 2001): 5864.

Training methodology/Training Tools

Three main methods of imparting training are:

Didactic MethodParticipative MethodSimulation Method

Didactic MethodLectureSeminarsProgrammed Learning

Participative Case StudiesSyndicatesSensitivity Analysis

Simulation MethodBusiness GamesRole PlayIn-Basket ExercisesFish Bowel

The Lecture MethodOldest toolCan be very powerfulBoth the trainer and trainee is committedMost effective when an exam is involved

SeminarsPanel Chosen few experts discuss specific topics.

Round Table- Experts exchange views with a clear goal in mind.

Participative Methods.Case Study:

Scenario to be analyzed for learning.Linking theory to practice through example

Syndicate Method (Participative)This means working in a small group to achieve a particular purpose. It is designed to provide an environment to help a participant to :

Critically reflect on his own work and experience.Update his knowledge of new skills and concepts with the help of co-participants.Learn to work in teams where members have divergent skills but convergent goals.

A syndicate is usually a group of 10.Is functioning as a team to complete an assignment.Each syndicate is placed under a directing staff.Each syndicate has to submit a report that is circulated to other syndicates.Chairman of each syndicate makes a formal presentation of the views of his team.

Business Games (Simulation Method)Business games are classroom simulation exercises in which teams of individuals compete against one another or against an environment in order to achieve a given objective. These games are designed to be representative of real life condition. Under these an atmosphere is created on which the participants play a dynamic role and enrich their skills through involvement.

Business Games assumes that the maturity, Knowledge and experience of the participants are high.

Advantages of Business Games are:It aids innovation,Learning is very effective,Helps bringing about a change.

In-Basket exercises (Simulation method)A simulation of a managers workload on a typical day.

It stresses on:

Time Management.Setting Priorities.Delegating Duties.

Positive and negative aspects of In-Basket exercises:(-) Difficult to administer unless trainer has managerial experience.

(+) It enhances managerial skills like delegation, initiative taking and planning.

(-) These exercises are individualistic and non-interactive .

(+) Highly adaptive, focused and reality based learning.

Fish Bowl Exercise (Simulation Method)Another experiential method of training involving the active participation of trainees to enhance their learning experience.

It is essentially used in providing skills in understanding human behavior.

It effectively uses group interaction to develop in the participants a degree of self awareness.

It inculcates the discipline of observing others.To learn about oneself through the eyes of others.

- In order for the exercise to be effective the the number of participants in the group should be 24.

TASK ROLESBUILDING ROLESSELF CENTRED ROLESInitiatorInformation/Opinion SeekerInformation/Opinion GiverClarifierCoordinatorOrientor

SSupporterHarmonizerTension RelieverEncouragerBlockerRecognition SeekerClownDominatorAggressor

TRAINING TOOLGeneric TypeIdeal Target ParticipantsDidactic

Participative

SimulationTraining ToolsLectureSeminarProgrammed LearningCase StudiesSyndicate GroupsSensitivity TrainingLarge AudiencesMature AudiencesSelf Motivated learners

ManagersSubset at a seminar or conferenceMatured Managers

Business Games,Role Play,In Basket Exercises, T.A, Fish bowl exerciseStrategists, Junior Manager, Middle level Mngr,Sr.Mngr,Junior-Middle level Mngr

Training AidsChalk and talkOver head ProjectorPower Point Management Films

Training Methods for Management DevelopmentOn-the-Job ExperiencesSeminars and ConferencesCase StudiesManagement GamesRole PlayingBehavior Modeling*Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

On-the-Job ExperiencesCoachingUnderstudy AssignmentJob RotationLateral TransferSpecial ProjectsAction LearningStaff MeetingsPlanned Career Progressions*Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Case StudiesThe use of case studies is most appropriate when:Analytic, problem-solving, and critical thinking skills are most important. The KSAs are complex and participants need time to master them.Active participation is desired.The process of learning (questioning, interpreting, and so on) is as important as the content.Team problem solving and interaction are possible.*

Role PlayingSuccessful role play requires that instructors: Ensure that group members are comfortable with each other.Select and prepare the role players by introducing a specific situation.To help participants prepare, ask them to describe potential characters.Realize that volunteers make better role players.*Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Behavior ModelingBehavior ModelingAn approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback.Involves four basic components:Learning pointsModelPractice and role playFeedback and reinforcement*Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Some Typical Costs and Benefits of Training Human Resource Management 11eRobert L. Mathis AND John H. Jackson*