EMP TRAINING AND MGT

DEVELOPMENT
• TRAINING :-

• - SYSTEMATIC DEV OF KNOWLEDGE, SKILLS AND

ATTITUDES
• - ACT OF INCREASING KNOWLEDGE AND SKILLS
• - ENHANCES SKILLS AND CAPABILITIES OF
INDIVIDUAL IN AN ORG.
• - IMPROVES PERFORMANCE OF EMP AND ORG.
• - CONTINUOUS PROCESS
 PURPOSE OF TR.
• 1. IMPROVING EMP PERFORMANCE
• 2. UPDATING EMP SKILLS
• 3. AVOIDING MANAGERIAL OBSOLESCENCE
• 4. PREPARING FOR PROMOTION AND
SUCCESSION
• 5. RETAINING AND MOTIVATING EMP
• 6. CREATING AN EFFICIENT AND
EFFECTIVE ORG.
 ASSESSING TRAINING NEEDS

• 1. DETERMINING ORG GOALS

• 2. PRIORITISING TASKS IN MEETING GOALS
• 3. DETERMINING SKILLS REQD.
• 4. IDENTIFYING DEFICIENCIES IN SKILL AND
KNOWLEDGE LEVELS OF EMP.
 CHACS OF TRAINING
• 1. CONTINUOUS PROCESS
• 2. ANALYSIS OF PERFORMANCE OF EMP
AFTER TRAINING
• 3. CONTINUE TO ASSESS
• 4. CONSIDER ORG OBJ AND DESIRED STDS
OF PERFORMANCE.
• 5. TAKE UP FRESH CHALLENGES IN A
DYNAMIC AND COMPETITIVE BUSINESS
ENV.
• 6. TRAINING GOALS SHOULD BE TANGIBLE,
VERIFIABLE, MEASURABLE AND CLEAR.
 AREAS OF TRAINING

• 1. CO. POLICIES AND PROCEDURES

• 2. SKILL BASED
• 3. HR TRAINING
• 4. PROBLEM SOLVING TRAINING
• 5. MANAGERIAL AND SUPERVISORY
TRAINING.
 FACTORS AFFECTING TRAINING
METHODS
• 1. ORG CULTURE
• 2. LEARNING PRINCIPLES
• 3. CONTENT OF THE PROG
• 4. TIME FACTOR
• 5. COST EFFECTIVENESS
• 6. APPROPRIATENESS OF FACILITIES
• 7. EMP PREFERENCES AND CAPABILITIES
• 8. TRAINER PREFERENCES AND
CAPABILITIES.
 TRAINING METHODS
• I) ON THE JOB TRAINING

• 1.JOB INSTRUCTION TRAINING

• 2. APPRENTICESHIP AND COACHING
• 3. JOB ROTATION
• 4. COMMITTEE ASSIGNMENTS

• II) OFF THE JOB TRAINING

• 1. CLASSROOM LECTURES
• 2. SIMULATION
• 3 PROGRAMMED INSTRUCTION
 SIMULATION

• 1. CASE EXERCISE
• 2. EXPERENTIAL EXERCISE
• 3. COMPUTER MODELING
• 4. VESTIBULE TRAINING
• 5. ROLE PLAYING
 EVALUATION OF TRAINING PROG

• 1. FEEDBACK FROM TRAINEES

• 2. KNOWLEDGE OR LEARNING ACQUIRED
• 3. CHANGES IN JOB PERFORMANCE OR
BEHAVIOUR AS A RESULT OF TRAINING
• 4. RESULTS IN TURNOVER, ABSENTEEISM,
FEWER ACCIDENTS.
 MGT DEVELOPMENT
• - IMPROVE SKILLS OF MGRS.
• - DEV AND GROOM TO HANDLE FUTURE RESPONSIBILITES.
• - FOCUS ON BROAD RANGE OF SKILLS
• - FUTURE ORIENTED, PREPARES MGRS FOR A CAREER OF
VALUABLE CONTRIBUTION TO THE ORG.
• - DEV OF INTELLECTUAL, MANAGERIAL AND PEOPLE MGT
SKILLS OF MGRS.
• - TRAINS TO UNDERSTAND, ANALYZE DIFF SITUATIONS AND
IMPLEMENT CORRECT SOLUTIONS.
• - HELPS IN UNDERSTANDING NEW CULTURES AND
CUSTOMS, LATEST TECHNOLOGY, TOOS AND TECHNIQUES
FOR IMPROVED QLTY AND PERF.
 STEPS IN EVALUATION OF TRAINING

• 1. SETTING EVALUATION CRITERIA

• 2. ASSESSING KNOWLEDGE PRIOR TO
TRAINING
• 3. TRAIN OR DEV WORKERS
• 4. ASSESSING KNOWLEDGE AFTER
TRAINING
• 5. TRANSFER TO THE JOB
• 6. FOLLOW UP
 ROLES OF A MGR

• 1. PLANNING
• 2. MONITORING PERFORMANCE
• 3. COMMUNICATION AND DEVELOPMENT.
 OBJ OF MGT DEV

• 1. IMPROVING PERF OF MGRS.

• 2. IDENTIFY TALENT AND DEV THEM
• 3. MOTIVATE TO PERFORM BETTER.
• 4. UPDATE ACC TO LATEST CHANGES AND
DEV
• 5. IMPROVING ANALYTICAL AND LOGICAL
SKILLS OF EMPLOYEES.
• 6. HELPS DEV INSIGHTS INTO
CONCEPTUAL ISSUES
• 7. IMPROVING HUMAN RELATIONS SKILL
• 8. ENCOURAGE CREATIVE THINKING
 PROCESS OF MGT DEV.

• 1. REVIEW OF ORG OBJ TO

DETERMINE MGR DEV NEEDS
• 2. EVALUATION OF CURRENT MGT
RESOURCES
• 3. DEVELOPMENTAL ACTIVITIES ARE
DETERMINED
• 4. EVALUATION.
 MGR DEV METHODS
• I) ON THE JOB DEV METHODS :-

• 1. COACHING
• 2. JOB ROTATION
• 3. UNDERSTUDY ASSIGNMENTS
• 4. MUTIPLE MGT

• II) OFF THE JOB DEV METHODS :-

• 1. SIMULATION

• - CASE STUDY
• - BUSINESS GAMES
• - ROLE PLAYING
• - INCIDENT METHOD
• - IN BASKET METHOD
 2. SENSITIVITY RAINING

• - UNSTRUCTURED GROUP INTERACTION

• - CHANGING INDIVIDUAL BEHAVIOUR

• 3. TRANSACTIONAL ANALYSIS

• CONSISTS OF 3 EGOS –
• PARENT , CHILD, ADULT

• 4. CONFERENCES
• 5. LECTURES
 EVALUATING MGT DEV PROG

• 1. COST BENEFIT ANALYSIS

• 2. EXTENT TO WHICH OBJECTIVES OF
PROG ARE MET
• 3. GAP BETWEEN ACTUAL AND DESIRED
LEVEL OF PERFORMANCE.
 KIRKPATRICK EVALUATION

• 1. RESPONSE
• 2. LEARNING
• 3. PERFORMANCE
• 4. RESULTS.