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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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