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8/7/2019 Group 10, HR T&D
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Training Need Analysis &Training Need Analysis &
Experiential Training MethodsExperiential Training Methods
Training Need Analysis &Training Need Analysis &
Experiential Training MethodsExperiential Training Methods
Group 10Group 10Chandana PChandana P
Nilesh YadavNilesh Yadav
Archis Raul Archis Raul
Tushar DugadeTushar Dugade
JagdeeshJagdeesh
An attempt to improve current or future employee performance by An attempt to improve current or future employee performance by
increasing an employee¶s ability to perform through learning, usually byincreasing an employee¶s ability to perform through learning, usually by
changing the employee¶s attitude or increasing his her Technical, socialchanging the employee¶s attitude or increasing his her Technical, social
skills and knowledge.skills and knowledge.
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TrainingTraining
� Permits employees to perform their
present job to standards.
� It is the installation of new equipment
or techniques. so to promote versatility,
adaptability, efficiency, and to reduce
accidents.
� Training is a short duration activity.
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� Learning Activity directed towards future,
needs rather than present needs.
� Is a continuous process for Career growth
than immediate performance
� Is the need to enhance competencies for
example: Values & Ethics, Sources of
Enthusiasm.
� Is for change of individual in systematic,
organized, and successive way and are
thought to serve an adaptive function.
DevelopmentDevelopment
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Benef its Of Training & Development
Benef its Of Training & Development
To the Company
� Increase efficiency and produtivity.
� R educes supervision.
� R educes accidients and wasteage.
� R educes absenteesim and turnover.� Assists new comers.
� Information about Firm's Policies and Programmes.
� Other Benefits It develops better labour relations, increases loyalty towards the
firm. Facilitates introduction of new techniques.
To Employees� K nowledge and Skills.
� Confidence in Employees.
� Positive Attitude.
� Chances for Promotion.
� R efreshing.� High R ewards.
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Steps in Training Process
Steps in Training Process
Conducting Need
AssessmentEstablishing Goals &Designing Training
Programme
Creating a Learning
Environment
Select Training
Method
Developing an
Evaluation Plan
Implementation,
Monitoring andEvaluation
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1.Training Need Assessment
1.Training Need Assessment
Assessment helps diagnose the causes of performance deficiency in
employees. Causes require remedial actions. certain specific benefits of
needs assessment are
� Trainers may be informed about the broader needs of the training group and
their sponsoring organizations.
� The sponsoring organizations are able to reduce the perception gap between
the participant and his or her boss about their needs and expectations from the
training programmes.
� Trainers are able to pitch their course inputs closer to the specific needs of
the participants.
Training & Development need= standard performance-Actual Performance
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Assessment MethodsAssessment MethodsGroup or Organisational Analysis Individual Analysis
� Organizational goals and objectives. � Performance appraisal
� Personnel/skills inventories � Work sampling
� Organizational climate indices(turnover ratios, Absenteeism,attitude
towards work and company policies etc.
� Interviews
� Efficient indices � Questionnaires
� Exit interview � Attitude Survey
� MBO or work planning systems � Training Program
� Quality Circles � R ating Scales
� Customer survey/ Satisfaction data
� Consideration of current and projected
changes
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Individual Analysis Factors & Critical Prof iciencies for each f actors
Factors Sample Prof iciencies
Mental/ Emotional
Stability
Freedom from mental disorder, emotional stability, self control, self
confidence
Performance under
stressful conditions
Ability to perform under threat to life stress, performance under
stressful conditions, flexibility and adaptability, ability to cope with
limited personal stress
Group living skills Group living and interaction skills, adaptability to crew diversity, multi
cultural adaptability
Teamwork skills Teamwork skills such as conflict resolution and cooperation, priority of
team over personal goals, follower ship skill
Family issues Ability to cope with prolonged separation from family and friends
Motivation Achievement motivation, intrinsic work motivation, perseverance, goal
orientation
Judgment/DecisionMaking
Exercising sound judgment, situational awareness and vigilance
Conscientiousness R esponsibility, attention to detail, integrity
Communication skills Interpersonal Communication skills
Leadership
Capability
Team Leadership, effective resource Management, accountability
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Once training needs are assessed, training and development goals must
be Established which have to be SMART. Every training and development
programme must address certain vital issues
Who participates in the programme?Who are the trainers?
What methods and techniques are to be used for training?
What should be the level of training?
What learning principles are needed?
Where is the program conducted?
2. Establishment of Training Goals &2. Establishment of Training Goals &
Designing Training ProgrammeDesigning Training Programme
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The most widely used methods of training used by organizations are
1. On-the-Job Training &
2. Off-the-Job Training.
On the Job Training refers to new or in experienced employee trainingthrough observation of peers or managers performing the job and trying to
imitate their behaviour.
3.Methods Of Experiential Training3
.Methods Of Experiential Training
ORIENTATION TRAINING
Introductory stage in the process of new employee
assimilation, and a part of continuous socialization process. Major objectives of orientation are to gain
employee commitment, reduce his or her anxiety,
help him or her understand organization's
expectations, and convey what he or she can expect
from the job and the organization. It is commonly
followed by training tailored to specific job.
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COACHING Is used in developing managerialthinking process as well as operative skills. The
Superior plays important role of the guide, sets
goals and suggests how the work may be done,
follow up suggestions and correct errors.
APPRENTICE/INTERNSHIP TRAINING
Usually done in crafts, trades and in technical
areas. a major part of training is spent on the job
productive work. Each apprentice is given a set
of assignments according to a pre-determined
schedule, that provide efficient training in trade
skills.
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CONFERENCE/MEETING the participating
individuals confer to discuss points of common
interest to each other. It is a basic to most
participative group centered methods of developments. This emphasis on small group
discussion, on organized subject matter and on the
active participation of the members involved.
JOB ROTATION A training Approach that
allows trainees to move from departments to
departments in order to broaden experience and
identifying weak & strong points.
Ex: Banking, Onshore, Offshore Engineers,
Construction Sector & Hotel Industry.
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DEMONSTRATIONS & EXAMPLE In this type
of training method trainer describes and displays
something, as & when he teaches an employee, how
to do something by actually performing the activity
himself & going on explaining why & what he is
doing.
COMPUTER AIDED INSTRUCTION/
PROGRAMED INSTRUCTION
The learner receives instruction, makes responses,
and receives feedback via interaction with acomputer. Used for individualized instruction and to
train learners who are geographically distant.
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FIELD TRIP A carefully planned visit or tour to asite away from the training activity in order to
observe activity, objects, or situations. Learners are
taken to the environment where the task is
performed. The trip should be preceded by a
statement of objectives and purpose and followed by
a debriefing. Learners may be given a set of questions for which answers may be found on the
trip.
Off the Job Training- Is not the part of every days Job activity. The actual location
may be a class room away from the desk.
SIMULATION TRAINING an attempt to create a
realistic decision-making environment to trainee.
Simulations present likely problem situations anddecision alternatives to the trainee. Often used to
train bank tellers, inspectors, machine operators,
typists etc. Training is generally given in the form of
lectures,conferences, case studies, role-play etc.
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ROLE PLAY Learners act out or perform a
dramatization of a situation in order to develop
insight or apply what has been learned. Learners are
given roles to play and usually the instructor
provides the situation, opinions, agendas, and
characterizations. Portrays human interaction. A
number of role plays can be conducted in the same
room at the same time or a role play can bedemonstrated.
CASE STUDY
A written or oral account of a situation which
requires resolution is given to the learners. Either
individually or in groups, the learners are asked to
analyze the case and present recommendations. Used
to apply learning in order to solve problems.
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Questionnaires
Tests
Interviews
Studies eliciting the opinions and judgments of trainers, superiors and peer groups about the training.
Human resource f actors: I.e employee satisfaction, which in turn can beexamined on the basis of decrease in Employee turnover, absenteeism,accidents, grievances, discharges, dismissals, etc.
Cost benef it analysis: The costs of training (cost of hiring trainers, toolsto learn training centre, wastage, production stoppage, opportunity cost of trainers and trainees) could be compared with its value (in terms of reduced learning time improved learning, superior performance)
Feedback: To identify the probable causes for gaps in performance.information concerned for control, correction and improvement of
trainees activities.
4.Methods Of Evaluation4.Methods Of Evaluation
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THANKYOU