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Training & Development

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Concept

Training is the process of increasing the knowledge

and skills for doing a particular job. The purpose oftraining is basically to bridge the gap between job

requirements and present competence of an

employee.

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Higher Productivity

Better Quality of work

Less learning period

Cost Reduction Reduced Supervision

Low Accident Rate

High Morale

Personal Growth

Improved Organizational Climate

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1. Orientation Training

2. Job Training

3. Apprenticeship Training

4. Internship Training5. Refresher Training

6. Training for Promotion

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(1) Identification of Training Needs

(a) Organisational Analysis

-Analysis of Objectives

-Resource Utilization Analysis

-Organisational Climate Analysis

-Environmental Scanning

(b) Task/Role Analysis(c) Manpower Analysis

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(2) Setting Training Objectives

(3) Organisation of Training

-Selection of Trainees

-Preparation of the Instructor

-Determination of Training period

-Training Methods and Material

(4) Evaluation of Training

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Performance Appraisals

Job-Related PerformanceData

Observations

Interviews

Assessment CenterResults

Individual Diaries

Attitude Surveys

Tests

Methods forIdentifyingTrainingNeeds

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(1) On-the-job Training- In this method, the trainee isplaced on a regular job and taught the skills necessary toperform it.

-Coaching-Understudy

-Position Rotation(2) Vestibule Training

-In this method, a training centre called vestibule is setup and actual job conditions are duplicated in it.

-Expert trainers are employed to provide training withthe help of equipment and machines which areidentical

with those used at the workplace.

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(3) Off-the-Job Training- It requires to undergotraining

for a specific period away from the workplace. Someoff-

the- job training methods are:

-Special Lecture-cum-Discussion

-Conference

-Case Study

-Sensitivity Training

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Management development is the process by which

managers acquire not only skills and competencies in

their present jobs but also capabilities for future

managerial tasks of increasing difficulty and scope.

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Assessing the

companysstrategic needs

Developing the

managers andfuture managers

Long-Term Focusof ManagementDevelopment

Appraising

managers currentperformance

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On-thejob Methods

(a) Coaching(b) Understudy(c) Job Rotation

(d) Multiple Management-Under it, a junior board of young executives is

constituted.- Major problems are analyzed in the junior board

which

makes recommendations to the Board of Directors.-Young executives gain practical experience in group

decision-making and team work.

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(e) Committee Assignment

- Under this method, a permanent committee of trainee

executives is constituted and is assigned a subject to

discuss and make recommendations.

- All the trainees participate in the deliberations of thecommittee.

-Through discussion in committee meetings they get

acquainted with different viewpoints and alternative

methods of problem solving.

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Off-the-job Methods

-Special courses-Special Projects

-Conference Training

-Sensitivity Training

-Role Playing

-Programmed Instruction

-Simulation Method

-Transactional Analysis

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-Simulation Method: It is used to develop, in a

controlled environment, a situation that is as near to

real life as possible, whereby people can learn fromtheir mistakes. The three basic simulation techniques

are:

(a) In-basket Method: In this method, materials like

mails, memos & reports that require problem solvingare put in a basket and the trainee plays the role of a

manager responsible for solving the problems.

(b) Case Study: Under this method, a hypothetical case

is presented to a group of trainees for analysis anddecision-making.

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(c) Management Games:

-A management game is a class-room exercise in

which a

number of trainees compete against each other to

achieve

certain objectives.

-The trainees are asked to make decisions about

production,

cost, research & development, inventories, sales etc.

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Training Effectiveness: It is the degree to whichtrainees are able to learn and apply the knowledge and

skills acquired in the training programme. It can be

measured in terms of the following criteria: Reaction of trainees to the program

Learning that actually took place

Behaviorthat changed on the job

Results achieved as a result of the training

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The opinions and judgments of trainers, superiors and

peers.

Asking the trainees to fill up evaluation forms.

Using a questionnaire to know the reactions oftrainees.

Giving oral and written tests to trainees to ascertain

how far they have learnt.

Arranging structured interviews with the trainees. Comparing performance of trainees before and after

training.

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Studying profiles and career development charts of

trainees.

Measuring levels of productivity, wastage, costs,

absenteeism and employee turn over after training.

Trainees comments and reactions during the training

period, and

Cost benefit analysis of the training programme.

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