Training and Development Ppt @ Bec Doms Bagalkot Mba

8/2/2019 Training and Development Ppt @ Bec Doms Bagalkot Mba

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TRAININGAND

DEVELOPMENTBYBABASAB PATIL


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TRAINING & DEVELOPMENT

Training:It refers to the process ofimparting specific skills. - Help workers acquireskills to perform effectively.

Development:This refers to the learningopportunities designed to help employeesgrow.


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TRAININGAND DEVELOPMENTDIFFERENTIATED

Training

Operatives

Current job

Skills of an individual One shot deal

Scope is on Individual

Meet current requirement

Job related information Reactive process, result

of initiatives taken by themanagement

Development

Managers

Current and future job

Total personality

Ongoing and continuous

Scope is on entire group

Meet future requirement General knowledge

Proactive process, whichis result of internal

motivation


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TRAININGAND EDUCATIONDIFFERENTIATED

Training

Application

Job Experience

Specific Tasks

Narrow Perspective

Education

Theoretical Orientation

Classroom Concepts

General Concepts

Broad Perspective


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TRAINING VS. EDUCATION

Training

Learn a Specific Skill

Benefits the Employer

Developmento Oriented towards to individual needs and

organizational needs

o Aimed towards management people

o Enable to carry out functions like problemsolving, decision making etc

Education

Learn Multiple Skills

Benefits the Employee


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Training allows the employee to learn a specificskill, such as plumbing or carpentry. This in turn,minimizes the amount of time needed to performthe task & costs the employer less money.

Education teaches multiple skills to the employee.This helps the employee learn new & more efficient& productive. It also gives the employee newgrounds to find a better position &/or get a largerearning.

Development provides knowledge andunderstanding that will enable people to carry outnon technical organizational functions


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INDIVIDUAL & ORGANIZATIONAL

TRAINING PURPOSES

Increases Workplace Literacy

New-Employee Orientation

Continuing Education & Career Development

Retirement Planning


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Increases Workplace Literacy, New-Employee

Orientation, Education & Career Development,

Retirement Planning are all parts in Individual &

Organizational Training Purposes. Together they

build a strong foundation to a better work place.


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INCREASES WORKPLACE LITERACY

Saves time & money

Communications improve

Work relationships become stronger


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This helps save time and money due to the less

rework and scrap that may normally happen

otherwise.

Communications in the work place are

strengthened & the work relationships grow,

causing more productivity in the work place.


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NEW-EMPLOYEE ORIENTATION

Reduces time to learn job

Increases productiveness

All share a common goal

Can help increase team-work Meet the needs of organizations


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WORKRELATIONSHIPSBECOMESTRONGER

Expands employees knowledge & skills

Introducing Cross-Training & Retraining Programs

Increasing Job Satisfaction &/or Performances


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It is said that it would take the average person six totwelve months to learn their job, but due toorientations this has dropped to less then twomonths. This also helps with its increases the

employees productivity by being able toconcentrate more on the job instead of where theystand in the origination. With most orientationssharing a common goal based off of loyal and hard

working employees, they are also used to helpteam-based working skills & helping meet theneeds of the organizations


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By expanding the employees skills & knowledge oftheir job &/or job functions can be done throughRetraining and Cross-Training programs. This couldincrease job satisfactions and increase job

performances as well.


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TRAINING & DEVELOPMENT

In simple terms, Training andDevelopment refer to the imparting ofspecific skills, abilities and knowledge

to an employee.


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FEATURESOF TRAINING

Increases knowledge and skills for doing aparticular job; it bridges the gap between job needsand employee skills, knowledge and behaviors.

Focuses attention on the current job, it is jobspecific and addresses particular performancedeficits or problems

Concentrates on individual employees; changingwhat employees know, how they work, their

attitudes toward their work or their interactions withtheir co-workers or supervisors.


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FEATURESOF TRAININGContinued..

Tends to be more narrowly focused and orientedtoward short term performance concerns.


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More clearly, training and development may be understoodas any attempt to improve current or future employeeperformance by increasing an employees ability to

perform through learning, usually by changing theemployees attitude or increasing his or her skills andknowledge.


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THENEEDFORTRAININGANDDEVELOPMENTISDETERMINEDBYTHEEMPLOYEESPERFORMANCEDEFICIENCY, COMPUTEDASFOLLOWS:

Training and development need = Standardperformance Actual performance

- - - - - - - - - - - - - ------- - - - - - - - - - - -


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Remember, training is not

what is ultimately importantperformanceis.

Marc Rosenberg


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A SYSTEMATIC APPROACHTO TRAINING

Assessment

Determine training needs

Identify training objectives

Implementation

Select training methods

Conduct training

EvaluationCompare training outcomes with criteria


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TRAINING METHODS & TECHNIQUES

Training at the Job Site

Vs.Off-the-Job-Site Training


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Training at the job site is training the trainee at thelocation where the tasks will be performed.

Advantages:

Realism, transfer of training, less time loss from work

Off-the-job-site Training is training the trainee anywhereelse other then where the tasks will be performed.

Advantages:

more methods can be used, no disruption of operation

Can any one say a disadvantage for either one?


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TRAININGATTHE JOB SITE

Job Instruction

Vestibule

Job Rotation Apprenticeship

Mentoring


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Job Instruction - a learning method that uses thefour steps of tell, show, do, & review.

Vestibule - Training done adjacent to the actualwork area with the same equipment & tools.

Job Rotation - training done by cycling through avariety of jobs or positions

Apprenticeship - Lengthy training in a skill or tradethat involves a combination of supervised on-the-

job work & classroom instruction

Mentoring - a formal or informal relationship inwhich a more experienced worker helps a lessexperienced worker develop job-&-career-relatedskills.


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OFF-THE-JOB-SITE TRAINING

Non-technology Methods

Lectures

Role Playing

Behavior Modeling

Sensitivity Training

Case Studies

Conference Training

Incident Method

Outdoor Experiential Training (OET)


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Lectures - not the best method to use but canimprove just by getting the trainees involved byasking questions.

Role Playing - a training method in which the

learner practices new ways of interacting.

Behavior Modeling - a training method in which thelearner watches someone doing an action & thentries to repeat that action.

Sensitivity Training - experiential learning ofemotional skills & behaviors.


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Case Studies - learning on an in-depth analysis of aparticular person or situation.

Conference Training - a method that involves agroup discussion about a specific topic, led by

someone with knowledge of that topic


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OFF-THE-JOB-SITE TRAINING CONTINUED

Technology-Based Methods Audiovisual Training

Simulation Training

Business Games


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Audiovisual Training - the use of multimedia intraining presentations.

Simulation Training - learning based on practicingskills in a replica of the work situation.

Business Games - are uniquely adapted forteaching cognitive skills, such as problem solving, &showing how the parts of an organization interact.


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JOB EVALUATION-DEFINITION

Job evaluation is the process of analyzing and

appraising the content of jobs , set in the family ofother jobs, so as to put them in a suitably evolvedrank-order which can then be utilized forinstallation of an acceptable wage structure in anorganization.

It tries to assess jobs , not people.The standards of job evaluation are relative andnot absolute.

Job evaluations are carried out by groups , not byindividuals.

Some degree of subjectivity is always present injob evaluation. Job evaluation does not fix pay scales , but merely

provides a basis for evaluating a rational wagestructure.


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TYPESOF JOB EVALUATION

Ranking

Classification

Points Rating

Factor Comparison


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Job Evaluation Methods

A. Ranking method: The job ranking method arranges jobs innumerical order on the basis of the importance of the job's duties

and responsibilities to the organization. This method, though easyto understand, is highly subjective in nature.

B. Classification method: The job classification method slots jobs into. pre established grades. Higher-rated grades demand more

responsibilities, tougher working conditions and varied job duties.

This method is easy to understand and takes care of all relevantfactors affecting the performance of a job. However, it is not easyto write all inclusive descriptions of a grade. Further, the methodoversimplifies sharp differences between different jobs anddifferent grades.

C. Factor comparison method: In this method, jobs are ranked

according to a series of factors such as mental effort, physicaleffort, skill needed, responsibility, supervisory responsibility, working

conditions, etc. pay will be assigned in this method by comparing theweights of the factors required for each job.


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D. Point method: The point system of job evaluation uses a pointscheme based on the compensable job factors of skill, effort,responsibility and working conditions. The more compensablefactors a job possesses, the more points are assigned to it. Jobswith higher accumulated points are considered more valuable to

the organization. Select key jobs

Identify the factors to all identified jobs such as skill, effort,responsibility etc.

Divide each major factor into a number of sub factors. Each

sub factor is defined and expressed in order of importance. Find the maximum number of points assigned to each job

Once the worth of a job in terms of total points is known, thepoints are converted into money values, keeping the wagerates in mind.

Job Evaluation Methods


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BENEFITSOF JOB EVALUATION

It offers a systematic procedure fordetermining the relative worth of jobs.

An equitable wage structure is a naturaloutcome of job evaluation.

Helps resolve wage related grievances. It links the pay with the requirements of thejob. It points out possibilities of more appropriate

use of the plants labor force by indicatingjobs that need more or less skilled workersthan those who are manning these jobscurrently.

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Training and Development Ppt @ Bec Doms Bagalkot Mba