Definition of Training

Training is a process in which the trainees get an opportunity to learn the key skills which are required to do the job. Learning with earning is known as training. It helps the employees to know the complete job requirements.Nowadays, many organizations organize a training program for the new recruits just after their selection and induction, to let them know about the rules, policies and procedures for directing their behavior and attitude as per the organizational needs. Training also helps the employees to change the conduct towards their superior, subordinates and colleagues. It helps to groom them for their prospective jobs.Induction training, vestibule training, apprenticeship training, job training, promotional training, internship training are some of the major types of training. The merits of the training are given as under: It results in higher productivity both quantitatively and qualitatively. It develops a number of skills in the employees. Improved performances. Cooperative environment of the organization. It builds confidence in the employees for doing a job. Decreases employee turnover. Lesser chances of accidents.

Definition of Development

The training for the top level employees is considered as development, also known as management or executive development. It is a systematic on-going procedure in which managerial staff learns to enhance their conceptual theoretical knowledge. It helps the individual to bring efficiency and effectiveness in their work performances.

Development is not only limited to a specific task, but it aims to improve their personality and attitude for their all round growth which will help them to face future challenges. It changes the mindset of the employees and makes them more challenging or competing.As the technology needs updating, manpower of the organization also needs to be updated, so the development is a must. Development is an educational process which is unending, as education has no visible end. It involves training a person for higher assignments. It digs out the talents of the managerial staff and helps in applying the new knowledge, which is a requirement of the organization.Coaching, mentoring, counseling, job-rotation, role playing, case study, conference training, special projects are some of the methods of  development.The performance of an organization is based on the quality of its employees and so the greater the quality of employees, the greater will be their performance. The main purpose of development is that a second list of managers or executives is prepared for future replacement.

BASIS FOR COMPARISON

TRAINING DEVELOPMENT

Meaning Training is a learning process in which employees get an opportunity to develop skill, competency and knowledge as per the job requirement.

Development is an educational process in which the personnel of the organization get the chance to learn the in depth application of theoretical knowledge for their overall growth.

Term Short Term Long Term

Focus on Present Future

Concentrated towards

Job Career

Instructor Trainer Self

BASIS FOR COMPARISON

TRAINING DEVELOPMENT

Objective To improve the work performances of the employees.

To prepare employees for future challenges.

Number of Individuals

Many Only one

Aim Specific job related Conceptual and general knowledge

TRAINING AND DEVELOPMENT (T&D) METHODS

There are several T&D methods available. The use of a particular method depends which method accomplishes the training needs and objectives. Training methods can be classified into two categories:

I. On-the-Job MethodsThis refers to the methods of training in which a person learns a job by actually doing/performing it. A person works on a job  and learns and develops expertise at the same time.1. UnderstudyIn this the employee is trained by his or her supervisor. The trainee is attached with his or her senior and called understudy  or assistant. For example, a future manager might spend few  months as assistant to the present manager.2. Job rotationThis refers to shifting/movement of an employee from one job to another on regular intervals.3. Special projectsThe trainees' may ask to work on special projects related  with departmental objectives. By this, the trainees will acquire  the

knowledge of the assigned work and also learn how to work with others.4. ExperienceIt refers to learning by doing. This is one of the oldest methods of on-the-job training. Although this is very effective method but it also very time-consuming and wasteful. Thus it should be  followed by other training methods.5. Committee assignmentIn this, the trainees become members of a committee. The comm i t t ee i s a s s igned a prob lem to d i scus s and make   recommendations.6. CoachingIn this, the supervisor or the superior acts as a guide and instructor of the trainee. This involves extensive demonstration and continuous critical evaluation and correction.

II. Off-the-Job MethodsThese methods require trainees to leave their workplace and concentrate their entire time towards the training objectives. These days’ off-the-job training methods have become popular due to limitations of the on-the-job training methods such as facilities and environment, lack of group discussion and full participation among the trainees from different disciplines, etc. In the off-the job methods, the development of trainees is the primary task rest everything is secondary. Following are the main off-the-job training methods:1. Special courses and lecturesThese are the most traditional and even famous today, method of developing personnel. Special courses and lectures are either designed by the company itself or by the management/professional schools. Companies then sponsor their trainees to attend these courses or lectures. These are

the quick and most simple ways to provide knowledge to a large group of trainees.2. Conferences and seminarsIn this, the participants are required to pool their thoughts, ideas, viewpoints, suggestions and recommendations. By attending conferences and seminars, trainees try to look at a problem from different angles as the participants are normally from different fields and sectors.3. Selected readingThis is the self-improvement training technique. The persons acquire knowledge and awareness by reading various trade journals and magazines. Most of the companies have their own libraries. The employees become the members of the professional associations to keep abreast of latest developments in their respective fields.4. Case study methodThis technique was developed by Harvard Business School, U.S.A. It is used as a supplement to lecture method. A case is a written record of a real business situation/problem faced by a company. The case is provided to the trainees for discussion and analysis. Identification and diagnose of the problem is the aim in case study method. Alternate courses of action are suggested from participants.

5. Programmed instruction/learningThis is step-by-step self-learning method where the medium may be a textbook, computer or the internet. This is a systematic method for teaching job skills involving presenting questions or facts, allowing the person to respond and giving the learner immediate feedback on the accuracy of his or her answers."6. BrainstormingThis is creativity-training technique; it helps people to solve problems in a new and different way. In this technique, the trainees are given the

opportunity to generate ideas openly and without any fear of judgment. Criticism of any idea is not allowed so as to reduce inhibiting forces. Once a lot of ideas are generated then they are evaluated for their cost and feasibility.7. Role-playingIn this method, the trainees are assigned a role, which they have to play in an artificially created situation. For example, a trainee is asked to play the role of a trade union leader and another trainee is required to perform the role of a HR manager. This technique results in better understanding of each other's situation by putting foot in other's shoes.8. Vestibule schoolsLarge organisations frequently provide what are described as vestibule schools a preliminary to actual shop experience. As far as possible, shop conditions are duplicated, but instruction, not output is major objective." A vestibule school is operated as a specialised endeavor by the personnel department. This training is required when the amount of training that has to be done exceeds the capacity of the line supervisor; a portion of training is evolved from the line and assigned to staff through a vestibule school." The advantage of a vestibule school is specialization.9. Apprenticeship trainingThis training approach began in the Middle Ages when those who wanted to learn trade skill bound themselves to a master craftsman and worked under his guidance. Apprenticeship training is a structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.10. In-basket exerciseIn this technique, the trainees are provided background information on a simulated firm and its products, and key personnel. After this, the trainees are provided with in-basket of memos, letters, reports, requests and other documents related with the firm. The trainee must make sense out of this

mass of paperwork and prepare memos, make notes and delegate tasks within a limited time period."11. Business gamesBusiness games involve teams of trainees. The teams discuss and analyse the problem and arrive at decisions. Generally, issues related with inventories, sales, R&D, production process, etc. are taken up for consideration.12. Behaviour modelingThis is structured approach to teach specific supervisory skill. This is based on the social learning theory in which the trainee is provided with a specific model of behaviour and is informed in advance of the consequences of engaging in that type of behaviour.13. Sensitivity (T-group) trainingIn this type of training, a small group of trainees consisting of 10 to 12 persons is formed which meets in an unstructured situation. There is no set agenda or schedule or plan. The main objectives are more openness with each other, increased listening skills, trust, support, tolerance and concern for others. The trainers serve a catalytic role. The group meets in isolation without any formal agenda. There is great focus on inter-personal behaviour. And, the trainer provides honest but supportive feedback to members on how they interacted with one another.14. Multiple managementThis technique of training was first introduced by McCormick, President of McCormick & co. of Baltimore in 1932. He gave the idea of establishing a junior board of directors. Authority is given to the junior board members to discuss any problem that could be discussed in senior board and give recommendations to the senior board. Innovative and productive ideas became available for senior board.

Employee Training and Development

The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity.Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.

Purpose of Employee Training and Development ProcessReasons for emphasizing the growth and development of personnel include Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. Ensuring adequate human resources for expansion into new programs.Research has shown specific benefits that a small business receives from training and developing its workers, including: Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.

The Training ProcessThe model below traces the steps necessary in the training process: Organizational Objectives Needs Assessment Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the TrainingYour business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. Why? The five reasons most often identified are:Time - Small businesses managers find that time demands do not allow them to train employees.Getting started - Most small business managers have not practiced training employees. The training process is unfamiliar.Broad expertise - Managers tend to have broad expertise rather than the specialized skills needed for training and development activities.Lack of trust and openness - Many managers prefer to keep information to themselves. By doing so they keep information from subordinates and others who could be useful in the training and development process.Skepticism as to the value of the training - Some small business owners believe the future cannot be predicted or controlled and their efforts, therefore, are best centered on current activities i.e., making money today.A well-conceived training program can help your firm succeed. A program structured with the company's strategy and objectives in mind has a high

probability of improving productivity and other goals that are set in the training mission.For any business, formulating a training strategy requires addressing a series of questions. Who are your customers? Why do they buy from you? Who are your competitors? How do they serve the market? What competitive advantages do they enjoy? What parts of the market have they ignored? What strengths does the company have? What weaknesses? What social trends are emerging that will affect the firm?The purpose of formulating a training strategy is to answer two relatively simple but vitally important questions: (1) What is our business? and (2) What should our business be? Armed with the answers to these questions and a clear vision of its mission, strategy and objectives, a company can identify its training needs.Identifying Training NeedsTraining needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions: Where is training needed? What specifically must an employee learn in order to be more productive? Who needs to be trained?Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail.Next, determine exactly where training is needed. It is foolish to implement a company-wide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development.Also, in today's market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization.Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done.Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identify a training need.Selection of TraineesOnce you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program.Training GoalsThe goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success.Training MethodsThere are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training programDetermine which method to use.TrainersWho actually conducts the training depends on the type of training needed and who will be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house personnel or outside instructors.In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught

to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity.There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions.There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.The disadvantage of using outside training specialists is their limited knowledge of the company's product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training.Whoever is selected to conduct the training, either outside or in-house trainers, it is important that the company's goals and values be carefully explained.Training AdministrationHaving planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to

make sure the goals are being met. Questions to consider before training begins include: Location. Facilities. Accessibility. Comfort. Equipment. Timing.Careful attention to these operational details will contribute to the success of the training program.An effective training program administrator should follow these steps: Define the organizational objectives. Determine the needs of the training program. Define training goals. Develop training methods. Decide whom to train. Decide who should do the training. Administer the training. Evaluate the training program.Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line.Evaluation of TrainingTraining should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals