(A) On the Job Training Methods

On the job training methods are by far the most commonly used in training for all
levels of personnel. The object of on the job training is to bring the employees to at
least a minimum acceptable standard of performance in the shortest possible lime.
The worker by these methods learns to master the operations involved on the actual
job situation under the supervision of his immediate loss who has to carry the
primary burden of conducting this training. Various methods of on the job training
are as follows:-

(1) On specific JobThe most common or formal on the job training programme is
training for specific job. Current practice in job training has been strongly influenced
by the war time training within industry which was first designed to improve the job
performance through job instruction training. There are following methods of
training:

(A) ExperienceThis is the oldest method of on-the- job training. But as a sole
approach, it is wasteful, time consuming and inefficient. It has been observed that it
should be followed by other training methods to make it more effective. In a survey,
it was found that they kept up to date through a variety of activities which were
largely unrelated to formal continuing education courses. On the job, problem-
solving and colleague interactions were prompted as being most important for
professional growth by 62 per cent respondents.

(B) Coaching-On-the-job coaching by a superior is an important and potentially
effective approach if superior is properly trained and oriented. The technique
involves direct personnel instruction and guidance, usually, with extensive
demonstration and continuous critical evaluation and correction. The advantage is
increased motivation for the trainee and the minimisation of the problem of learning
transfer from theory to practice. The danger in this method lies in the possible
neglect of coaching by superior.

UnderstudyThe understudy method is considered a somewhat different
approach from those described above, that a certain person is specifically designated
as the heir-apparent. The understudy method makes the trainee an assistant to the
current job holder. The trainee learns by experience, observation and imitation. If
decisions are discussed with the under study, he can become informed the policies
and theories involved. The advantage of this method is that training is conducted in
a practical and realistic situation. However disadvantages are many. The method
tends to perpetuate mistakes and deficiencies of existing managereial practices.
Morever, the understudies are frequently neglected by those they assist.

(2) Position RotationThe major objective of job rotation training is the broadening
of the background of trainee in the organisation. If trainee is rotated periodically
from one job to another job, he acquires a general background. The main
advantages are: it provides a general background to the trainee, training takes place
in actual situation, competition can be stimulated among the rotating trainees, and it
stimulates a more co-operative attitude by exposing a man to other fellow's
problems and viewpoints. There are certain disadvantages of this method. The
productive work can suffer because of the obvious disruption caused by such
changes. Rotations become less useful as specialisation proceeds, for few people
have the breadth of technical knowledge and skills to move from one functional area
to another.

(3) Special ProjectsThis is a very flexible training device. Such special project
assignments grow ordinarily out of an individual analysis of weaknesses. The trainee
may be asked to perform special assignment; thereby he learns the work procedure.
Sometime a task force is created consisting of a number of trainees representing
different functions in the organisation. Trainees not only acquire knowledge about
the assigned activities, but also learn how to work with others.

(4) Selective ReadingIndividuals in the organisation can gather and advance their
knowledge and background through selective reading. The reading may include
professional journals and books. Various business organisations maintain libraries for
their own executives. Many executives become members of professional associations
and they exchange their ideas with others. This is a good method for assimilating
knowledge; however, some executives claim that it is very difficult to find time to do
much reading other than absolutely required in the performance of their jobs.

(5) ApprenticeshipApprentice training can be traced back to medieval times when
those intended on learning trade skill bound themselves to a master craftsman to
learn by doing the work under his guidance. In earlier periods, apprenticeship was
not restricted to artisans, but was used in training for the professions, including
medicine, law, dentistry, and teaching. Today's industrial organisations require large
number of skilled craftsmen who can be trained by this system. Such training is
either provided by the organisations or it is also imparted by governmental agencies.
Most States now have apprenticeship laws with supervised plans for such training.
Arrangements usually provide a mixed programme of classroom and job experience.

(6) Vestibule SchoolsLarge organisations frequently provided what are described
as vestibule schools, a preliminary to actual shop experience. As far as possible,
shop conditions are duplicated, but instructive, not output, are major objective, with
special instructors provided. Vestibule schools are widely used in training for clerical
and office jobs as well as for factory production jobs. Such training is usually shorter
and less complex than that adaptable to the apprenticeship system. Vestibule
training is relatively expensive, but these costs are justified if the volume of training
is large, or if uniform, high-standard results are important.

Off the Job Training Methods

1. Classroom Lectures: under the off the job methods of training, classroom
method or lecture method is well-known to train white collar or managerial level
employees in the organisation. under this method employees are called to the room
like that of classroom to give training by trainer in the form of lectures. This method
is effectively used for the purpose of teaching administrative aspects or on
management subject to make aware of procedures and to give instructions on
particular topic.

Advantage It can be used for large groups. Cost per trainee is low.

Disadvantages Low interest of employees. It is not learning by practice. It is One-
way communication. No authentic feedback mechanism. Likely to lead to boredom
for employees.

2. Audio-Visual: Providing training by way of using Films, Televisions, Video, and
Presentations etc. This method of training has been using successfully in education
institutions to train their students in subjects to understand and assimilate easily
and help them to remember forever. New companies have come up for providing
audio visual material for students in their concern subjects. In the corporate sector,
mainly in customer care centres employers are giving training to their employees by
using audio visuals material to teach how to receive, talk and behaviour with the
customer.

Advantages Wide range of realistic examples, quality control possible.

Disadvantages One-way communication, No feedback mechanism. No flexibility for
different audience.


3. Simulation: the simulation Method of training is most famous and core among all
of the job training methods. in the simulation training method, trainee will be
trained on the especially designed equipment or machine seems to be really used in
the field or job. But, those equipment or machines are specifically designed for
training a trainees were making them ready to handle them in the real field or job.
This method of planning is mostly used where very expensive machinery or
equipment used for performing Job or to handle that job.



Example:- The simulation method has been using widely for the purpose of training
aeroplane pilots on aeroplane simulator to make them ready to handle an fly
aeroplane. Especially in Air force fighter pilots are getting trained on the jet fighters
simulator. because the cost of aeroplane or jet fighter will be very expensive, hence
employer may not allow directly to get trained on real equipment to avoid damage
to equipment or machine or in sometimes may cause loss of trainee life. To avoid
all such risks by the employer giving training on simulator is safe. (normally
simulators for the purpose of training would be provided by the manufacturer of
original equipment).



4. Vestibule Training: - Mostly this method of training will be used to train
technical staff, office staff and employees who deal with tools and machines.
Employees learn their jobs on the equipment they will be using, but the training is
conducted away from the actual work floor by bringing equipments or tools to
certain place where training is provided, but not work place. Vestibule training
allows employees to get a full feel for doing task without real world pressures.
Additionally, it minimizes the problem of transferring learning to the job.

vestibule training is provided to employees when new or advanced equipment or
tools introduced in to the organisation to do a particular job by using them. For
this purpose such equipment is brought to a separate place to give demonstration
and train how to use and that handle it by employees safely.


5. Case Studies: It is a written description of an actual situation in the past in same
organisation or somewhere else and trainees are supposed to analyze and give their
conclusions in writing. This is another excellent method to ensure full and whole
hearted participation of employees and generates good interest among them. Case
is later discussed by instructor with all the pros and cons of each option. It is an
ideal method to promote decision-making abilities within the constraints of limited
data.

6. Role Playing: During a role play, the trainees assume roles and act out
situations connected to the learning concepts. It is good for customer service and
training. This method is also called role-reversal, socio-drama or psycho-drama.
Here trainees act out a given role as they would in a stage play. Two or more
trainees are assigned roles in a given situation, which is explained to the group.
There are no written lines to be said and, naturally, no rehearsals. The role players
have to quickly respond to the situation that is ever changing and to react to it as
they would in the real one. It is a method of human interaction which involves
realistic behaviour in an imaginary or hypothetical situation. Role playing primarily
involves employee-employer relationships, hiring, firing, discussing a grievance
problem, conducting a post appraisal interview, disciplining a subordinate, or a
salesman making presentation to a customer.

7. Programmed Instructions: This involves two essential elements: (a) a step-by-
step series of bits of knowledge, each building upon what has gone before, and (b) a
mechanism for presenting the series and checking on the trainees knowledge.
Questions are asked in proper sequence and indication given promptly whether the
answers are correct.

This programme may be carried out with a book, a manual or a teaching machine. It
is primarily used for teaching factual knowledge such as Mathematics, Physics, etc.

8. Management Games With computerized management games, trainees
divide into five- or six-person groups, each of which competes with the others in a
simulated marketplace. Each group typically must decide, for example.
1. how much to spend on advertising.
2. how much to produce,
3. how much inventory to maintain, and
4. how many of which product to produce.
Usually, the game itself compresses a two- or three-year period into days, weeks, or
months. As in the real world, each company team usually can't see what decisions
(such as to boost advertising) the other firms have made, although these decisions
do affect their own sales.
Management games can be effective. People learn best by being involved, and the
games can gain such involvement. They help trainees develop their problem-solving
skills, as well as to focus attention on planning rather than just putting out fires. The
groups also usually elect their own officers and organize themselves. This can
develop leadership skills and foster cooperation and teamwork.


Advantages of Off-the-Job Training
Trainers are usually experienced enough to train
It is systematically organized
Efficiently created programs may add lot of value

Disadvantages of Off-the-Job Training:
It is not directly in the context of job
It is often formal
It may not be based on experience.
It is expensive.
Trainees may not be much motivated
It is artificial in nature.

Explain methods of Training & Development.
Ans. Training & development methods for managerial personnel can be
divided into two groups as follows :
(I) ON THE JOB METHODS :
1. Job Rotation :
Job rotation involves the transfer of trainees from one job to another
and sometimes from one branch to another. Job assignment under a rotation
system may last for a period of 3 months to 2 years. The trainee is given full
duties and responsibilities of the rotated position. It is more suitable for lower
level executives.
Advantages :
Job rotation promotes creative thinking and enables for executive
development.
It provides a rich experience to the candidate in a variety of matters.
It does away with the monotony of routine duties.
It creates a second line of competent executives to meet the problems of
transfers, turnover, etc.
It identifies the most suitable position for an executive. The position in which
the trainee performs better is generally offered to him.
2. Planned Progression :
It is similar to job rotation, except that every movement from one job to
another involves higher pay, position and duties. In job rotation, every
movement involves more or less same pay and position. Planned progression
is more likely to occur at higher managerial levels, whereas, job rotation
occurs mainly at lower level positions.
3. Coaching & Counselling :
Coaching : In coaching, the superior plays an active role in
training the subordinate. The superior may assign challenging task to the
subordinate for the purpose of training. The superior
may assist and advice the subordinate to complete the assigned task. In this
case, the superior acts as a coach in training the subordinate.
Counselling : In this case, the superior plays a passive role in
training the subordinate. The superior may assign challenging task to the
subordinate for the purpose of training. The superior may provide advice to
the subordinate in the completion of task, if so required. In this case, the
superior acts as a guide rather than a coach n training the subordinate.
4. Understudy Position : The trainee is given an understudy position. The
trainee handles some important aspects of his superiors job. The trainee, at a
future date, is likely to assume the duties and responsibilities of the position
currently held by his immediate superior.
The understudy technique ensures a company that a fully qualified person will
be available to take over a present managers position whenever he leaves
the position through promotion, transfer, retirement or resignation.
The understudy person is generally asked to do the following :
He may be asked to investigate and make written recommendations about
problems an projects related to a unit or department.
He may also supervise a small group of employees to experience leadership
qualities.
He may be called to attend executive meetings either with or in place of the
superiors.
He may be called to assume superiors position in his absence.
5. Junior Boards : In western countries, junior boards are formed. It
permit promising young middle-level managers to experience problems and
responsibilities faced by top-level executives in their company. About 10 to 12
executives from diverse functions within the organisation serve on the board
for a term of say 6 months or more.
The board is allowed to study any problem faced by the organisation, in
respect of personnel policies, organizational design, interdepartmental
conflicts, etc, and to make recommendations to the senior board of directors.
(II) OFF THE JOB METHODS
1. Classroom Methods : Classroom methods for training managerial
personnel include lectures, discussion, role playing, and case study.
Advantages :
Training can be given to a large group of trainees at a time, especially in the
case of lecture method.
Both theoretical and practical aspects are emphasized.
Training can be done in a short period of time.
It is economical.
Senior and qualified expert can train the executives. At times, an outside
expert is invited to give a lecture or for debate.
It generates interaction among different executives belonging to various
departments, and ranks.
2. Simulation : A simulated learning situation in an imitation of reality. It is
a technique wherein the trainee is trained in an environment that closely
reflects and represents actual work place. It tries to duplicate actual conditions
encountered on a job. Simulation is a very expensive training technique, but it
is useful or even necessary, where actual on-the-job practice could result in a
serious injury, a costly error, or the destruction of valuable company materials
or resources.
3. Business or Management Games : Business games are classroom
simulation exercises in which teams of individuals compete against each other
to achieve given objectives.
For instance, teams may be asked to make decisions concerning
pricing, production volumes, research expenditures, advertising and sales
promotion plans, channels of distribution etc. Team actions and decisions are
fed into a computer that has been programmed according to a particular
model of the market. Business game participants learn by analyzing problems
and by making trial-and-error decisions.
4. Committees and Conferences :
Committee : A committee can be a method of training. The junior
members of the committee can learn from the discussions and interaction with
the senior members of the committee. The senior members also can learn
from the opinions and views expressed by the junior members.
Conferences : In the case of conferences, group discussion and
meetings are held to discuss various issues and to provide solutions to
various problems. The chairperson leads the discussion and then the
participants attempt to provide solutions. The conference acts as a group
interaction and exchange of views and ideas. It reshapes thinking of attitudes
of the participants.
5. Readings, Television and Video Instructions : Planned reading of
relevant and current management literature is one of the best methods of
management development. It is essentially a self-development programme. A
manager may be aided by training department, which often provides a list of
valuable books. The manager can discuss the relevant articles with the senior
manger and get necessary clarifications.
6. Seminar and Workshops : Management employees can be trained
with the help of seminars and workshops. In seminars, trainees present their
papers on work related developments. The paper presentations are reviewed
by experts. The experts may give their insights on the topic presented y the
trainee. In workshops there is a good interaction between the trainer and the
trainees. The trainer may present his views on certain developments and then
initiate interactive discussion. The trainees can get insights due to the views
expressed by the trainer and other trainees.