Introduction to Employee Training and Development PPT 1[1]

8/4/2019 Introduction to Employee Training and Development PPT 1[1]

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Employee Training and

Development


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What is training?

Training refers to a planned effort by acompany to facilitate employees learning of

job-related competencies.

The goal of training is for employees to

master the knowledge, skill, and behaviorsemphasized in training programs, and

apply them to their day-to-day activities

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DEFINITION OF TRAINING

Training is the continuous, systematicdevelopment among all levels ofemployees of that knowledge and thoseskills and attitudes which contribute to

their welfare and that of the company. Planty, Cord M.C and Efferson

The process of aiding employees to gaineffectiveness in their present and futurework - Richard P. Calhoon


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TRAINING OBJECTIVES

Training needs ->training objectives

TO are tactical applications of strategic

goals.Written in clear, unambiguous, specific andprecise terms.

They specify what learners will be able to doat the end of each stage of the training


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TO are essential for evaluating the training

TO are to be specific to knowledge, skills orattitudes that the trainees are to gainas a result of the training activity and also

measurable


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Importance of Training

objectivesi. Specify the goal of training

ii. Communicate content to learner

iii. Provide means of evaluationiv. Assists in selection of materials, content,

methods


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BASIC PURPOSES OF TRAINING

1. Increasing productivity2. Improving quality3. To fulfill future personnel needs

4. Improve organizational climate5. Improve health &safety6. Obsolescence prevention

7. Personal growth


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Need for Training

Increased use of technology Labour turnover

Need for additional hands

New employees Promotion, career development

Increasing the employee morale

For reducing grievances & minimizing accident rates

Refresher training for Old employees


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Training Design Process

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Conducting Needs

Assessment

EnsuringEmployeesReadiness for

Training

Creating aLearning

Environment

Ensuring Transferof Training

Developing anEvaluation Plan

Select TrainingMethod

Monitor and

Evaluate the

Program


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Assumptions of Training Design

Approaches

Training design is effective only if it helpsemployees reach instructional or traininggoals and objectives.

Measurable learning objectives should beidentified before training.

Evaluation plays an important part in

planning and choosing a training method,monitoring the training program, andsuggesting changes to the training designprocess.

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Forces Influencing theWorkplace and Training

Globalization

Need for leadership

Increased value placed on knowledge Attracting and winning talent

Quality emphasis

Changing demographics and diversity of the

work force New technology

High-performance model of work systems

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Skills needed to manage a diverse

work- force include:

Communicating effectively with employeesfrom a wide variety of backgrounds.

Coaching and developing employees of

different ages, educational backgrounds,ethnicities, physical abilities, and races. Providingperformance feedbackthat is free

of values and stereotypes based on gender,

ethnicity, or physical handicap. Creating a work environmentthat allows

employees of all backgrounds to beinnovative.

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How Managing Cultural Diversity CanProvide Competitive Advantage

1. Cost argument As organizations become more diverse, the cost ofa poor job in integrating workers will increase.

Those who handle this well will thus create cost

advantages over those who dont.

2. Resource-acquisition

argument

Companies develop reputations on favorability asprospective employers for women and minorities.

Those with the best reputations for managing

diversity will be the most attractive employers for

women and minority groups.

An important edge in a tight labor market.

3. Marketing argument The insight and cultural sensitivity that memberswith roots in other countries bring to the

marketing effort should improve these efforts in

important ways.

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How Managing Cultural Diversity CanProvide Competitive Advantage (continued)

4. Creativity argument Diversity of perspectives and less emphasis onconformity to norms of the past should improve

the level of creativity.

5. Problem-solving

argument

Heterogeneity in decisions and problem-solving

groups potentially produces better decisionsthrough a wider range of perspectives and more

through critical analysis of issues.

6. System flexibility

argument

An implication of the multicultural model for

managing diversity is that the system will becomeless determinant, less standardized, and therefore

more fluid.

The increased fluidity should create greater

flexibility to react to environmental changes (i.e.,

reactions should be faster and cost less).

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Use of new technology and work design

needs to be supported by specific HRM

practices: Employees choose or select new employees

or team members.

Employees receive formal performancefeedback and are involved in theperformance improvement process.

Ongoing training is emphasized and

rewarded. Rewards and compensation are linked to

company performance.

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Use of new technology and work design

needs to be supported by specific HRM

practices: (continued) Equipment and work processes

encourage maximum flexibility andinteraction between employees.

Employees participate in planningchanges in equipment, layout, and workmethods.

Employees understand how their jobscontribute to the finished product orservice.

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Roles and Competencies of Trainers

Roles CompetenciesAnalysis/Assessment Role Industry understanding; computer competence; data

analysis skill; research skill

Development Role Understanding of adult learning; skills in feedback;

writing, electronic systems, and preparing objectivesStrategic Role Career development theory; business understanding;

delegation skills; training and development theory;

computer competence

Instructor/Facilitator Role Adult learning principles; skills related to coaching,feedback, electronic systems, and group processes

Administrator Role Computer competence; skills in selecting and

identifying facilities; cost-benefit analysis; project

management; records management

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Training and Development at

Godrej In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in

"Personalitree Academy Ltd." Personalitree provided interactive softskills training programmes online to corporates. Personalitree'straining modules have since been a part of Godrej's training and

development initiatives.

It all started in 1996 with the break-up of the joint venture betweenGodrej Soaps Ltd (GSL) and Proctor and Gamble (P&G). Post break-up, GSL was bereft of a distribution system and had to start from

scratch. As part of the rebuilding exercise, GSL recruited about 250new employees who had to be aligned with its corporate culture. In1997, GSL conducted a Total Quality Management (TQM) workshopfor all its 5000 employees to help them connect to their job


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Parivartan2 was launched in September 2000 inGSL to train new as well as existing employees

on various aspects of the business and tomotivate them. In 2001, new initiatives likeYoung Entrepreneurs Board (YEB), Red and BlueTeams, Mentoring and Reverse Mentoring were

introduced in the Godrej Group, (Godrej) toencourage the involvement of youth in strategicdecision-making.

In early 2002, a need was felt among the topbrass of Godrej to instil a performance- drivenculture in the company. In addition to upgrading

the talents of existing employees, Godrej had totrain new recruits.


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Thus, Godrej developed a comprehensive and innovativetraining programme for management trainees andnamed it Godrej Accelerated Learning Leadership and

Orientation Programme (GALLOP).

The objective of GALLOP was to develop a newcomerinto a professional by giving him or her exposure to

various departments and inculcate in him or her, a senseof belonging.

Later, in September 2002, GIL introduced Spark, atraining programme for managers to help them becomeeffective coaches. Towards the end of 2002, E-gyan wasintroduced in GIL to increase the learning potential ofemployees


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In January 2003, a special HR programme onhoning the interpersonal and negotiation

skills of officer- level employees waslaunched in GIL. Further, in October 2003, anEnglish language training programme washeld for floor workers of Godrej and Boyce

Manufacturing Company Ltd (GBML), so thatthey could follow all instructions issued inthat language independently


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The Godrej story started in 1897, when ArdeshirBurjorji Godrej (Ardeshir) gave up his legalpractice and started manufacturing locks in asmall shed at Lalbaug near Mumbai. Thus wasGBML born. His brother, Phirozshah Godrej(Phirozshah), carried on the pioneering work and

in 1905 GBML built its first safe, thus enteringthe security equipment business.

GBML expanded its range of products by

manufacturing office equipment, typewriters,tool-room equipment, etc. In the early 1920s,GBML started making soaps from vegetable oilsand incorporated GSL in 1928.


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In 1958, GBML started manufacturingrefrigerators, its first home appliance product.GSL ventured into animal feed in 1971 to help

dairy and poultry farmers rear healthierlivestock. Godrej Pacific commenced operationsin 1982 as the Electronic Business Equipment

(EBE) Division of GBML.

In 1985, GBML ventured into Computer AidedDesigning services as part of its EBE division. In

1990, Godrej Properties & Investments Limited(GPIL) was incorporated to provide meticulouslyplanned townships. In 1991, the Godrej groupentered the processed food and edible oil

segment by incorporating Godrej Foods Ltd


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The animal feed division was spun off into adistinctly focused animal- feed andagricultural input company in 1991-92 andwas named Godrej Agrovet Limited (GAVL).In 1993, GBML entered into a joint venturewith General Electric (GE), US and Godrej-GE

Appliances was formed.

It went on to manufacture washing machinesand air conditioners. GE exited from the jointventure in 2001 and the appliances businessbecame a division of GBML. In 1993, Godrejentered into a manufacturing and marketing

alliance with Proctor & Gamble (P&G) A new

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Introduction to Employee Training and Development PPT 1[1]