Learning & Development

Education

Learning

Development

Training
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L & D Strategy

Organizational learning

Individual learning

Learning Organization
Learning processes
Learning environment
Leadership that fosters and inspires the
learning environment 2

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Learning Theories

Classical conditioning Pavlov

Operant condition Skinner -

reinforcement + or

Social learning theory Bandura

Kolbs learning cycle

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Experiential Learning

Kolb's learning model is based on two continums
that form a quadrant:
Processing Continuum: Our approach to a task, such as
preferring to learn by doing or watching.
Perception Continuum: Our emotional response, such as
preferring to learn by thinking or feeling.

Individuals with same needs, learn differently from the same

experience.

Kolb developed the first diagnostic tool Learning Styles

Inventory

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Learning Style

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Experiential Learning
Perception Continuum

Concrete Experience (feeling):
Learning from specific
experiences and relating to
people. Sensitive to other's
feelings.

Abstract Conceptualization
(thinking):
Logical analysis of ideas
and acting on intellectual
understanding of a situation.
Processing Continuum

Active Experimentation
(doing):
Ability to get things done by
influencing people and
events through action.
Includes risk-taking.

Reflective Observation
(watching):
Observing before making a
judgment by viewing the
environment from different
perspectives. Looks for the
meaning of things.

Kolbs Learning styles

Diverging (Feel and Watch : CE/RO)
Emphasizes the innovative and imaginative approach to doing things. Views concrete
situations from many perspectives and adapts by observation rather than by action.
Interested in people and tends to be feeling-oriented. Likes such activities as
cooperative groups and brainstorming.

Assimilating (Think and Watch : AC/RO)

Pulls a number of different observations and thoughts into an integrated whole. Likes
to reason inductively and create models and theories. Likes to design projects and
experiments.

Converging (Think and Do : AC/AE)

Emphasizes the practical application of ideas and solving problems. Likes decision-
making, problem-solving, and the practical application of ideas. Prefers technical
problems over interpersonal issues.

Accommodating (Feel and Do : CE/AE)

Uses trial and error rather than thought and reflection. Good at adapting to changing
circumstances; solves problems in an intuitive, trial-and-error manner, such as
discovery learning. Also tends to be at ease with people.

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TrainingNeeds, Concepts, Methods & Evaluation

TNA Training Training Training

Content Delivery Evaluation
Organization
Objectives Delivery Reaction
Task mechanisms
Methods Learning

Person Designing Behavior

Results

Overview

 Concept of Training

 Training vs Development

 Purpose of Training

 Principles of Learning

 Assessing Training needs and Determining Priorities

 Areas of Training

 Training Methods

 Evaluation of the Training Program

 Merits of Training

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 Training Needs

 To improve skill sets

 To balance employee capabilities

 To increase versatility of employee

 To increase adaptability of employee

 Manage work force diversity

 Flatter organization

 Increased global competition

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Concept Of Training..

 Michel Armstrong defines Training as the systematic

development of the knowledge, skills and attitudes
required by an individual to perform adequately

 According to Edwin B Flippo - Training is the act of

increasing knowledge and skill of an employee for doing a
particular job

 Training brings about a relatively permanent change in an

individual, improving his ability to perform a job.

 Typically, training involves a change in skills, knowledge,

attitudes and social behavior.

 Training aims at enhancing the performance of the

organization through the improved performance of the
employees. 12

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 Training vs Development

Training Development
Focuses on a limited number of Focus on a broad range of skills
technical skills

Focuses on the short term Focuses on long term

Perspective & helps employee to perspective & helps individuals
do their current job. to handle future responsibilities.

Eg; A training program for data A development program for

entry operators would help systems managers would
them to enhance their technical emphasize a wide variety of
skill such as typing speeds and interpersonal skills and
accuracy managerial decision making
skills.

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Purpose Of Training

 Improve Performance

 Update Employees skills

 Avoid Managerial Obsolescence

 Prepare for Promotion & Managerial Succession

 Satisfy Personal Growth Needs

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Principles of learning

Neglect or improper application of the principles of learning may

lead to the failure of many training and development programs.

This makes it important for the trainers and the trainees to be

familiar with the principles of learning.

Motivation:
 By showing employee how training will help in accomplishing
personal or organizational goal.
 These goals may relate to improving job performance or
opportunities for promotion.
 Involve them in the planning of the training program.
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Principles of learning
Reinforcement:
This is some kind of a reward following the performance of an
activity that leads to the likelihood of that activity being performed
again.

Participation:
 Employees can be inspired by ensuring their active participation in
the training process.
 Participation of employees can be achieved through discussion and
conferences.

Feedback:
 Feedback regarding progress on the training programs brings down
the anxiety
 Helps employees know what they must do in order to improve their
job performance.
 Should be given in an informal manner and close communication
between the trainer and the trainee.
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 Principles of learning

Application:
Training cannot be effective unless learning is applicable at
work. The transfer of learning problem can be minimized by :

 Increasing the similarity between the training and the job.

 Identifying and making a note of the key features of the
task.
 Ensuring that training is rewarded on the job.
 Designing the training program in such a manner that the
employees understand its applicability.
 Making use of questions to guide the attention of trainees.

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Assessing Training Needs

Management can assess the need for training by
answering four basic questions:

 What are the goals of the organization?

 What tasks need to be completed to accomplish these
goals?
 What are the behaviors required for each employee to
complete ones assigned tasks?
 What deficiencies, if any - do employees have in terms of
skills, knowledge, and attitudes required to perform their
jobs effectively?

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Methods of Determining Training Needs

 Observation and analysis of job performance

 Management and staff conference and recommendations
 Analysis of job requirements
 Consideration of current and projected changes
 Surveys, reports and inventories

Once it is decided that training is needed, training goals have to be

established.

Goals should be tangible, verifiable, measurable, and clear

to the management as well as employees.

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Areas Of Training

Most common areas where organizations provide trainings to

employees;

 Company Policies and Procedures

 Training in specific skills or functions

 Human Relations

 Problem Solving Training

 Managerial and Supervisory Training

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 Employee Training Methods
ON THE JOB & OFF THE JOB TRAINING METHODS

In selecting any training method, there are trade offs there is

no single best method. The effectiveness of a methods depends
on a number of factors such as:

 Cost effectiveness
 Desired content of the training program
 Learning principles
 Appropriateness of the facilities
 Employees preferences and capabilities
 Trainer preferences and capabilities

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On the Job Training

 Job Instruction Training

 Apprenticeship Programs

 Job Rotation

 Coaching

 Committee Assignments

 Secondments

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Merits of On the Job Training

 The employee is doing actual work, not hypothetical or

simulated tasks.

 The employee receives instruction from an experienced

employee or supervisor who has performed the task
successfully.

 Training and development is performed in the actual work

environment under normal working conditions and requires
no special training facilities

 Training is informal, relatively inexpensive, and easy to

schedule.

 Training may build cooperation relationships between the

employee and the trainer
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De
De--merits of On the Job Training

 The trainer may not be motivated to train or to accept the

responsibility for training; thus, training may be haphazard.

 The trainer may perform the job well but lacks the ability to
teach other how to do so.

 The trainer may not have the time to train and may omit
important elements of the training process.

 While the employee is learning on the job, resources will be

inefficiently used, performance (at least initially) will be low
and costly errors may be made.

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Off the Job Training
 The training is performed away from the employees
immediate work area.
 It includes both theory and practical training and
may include exams and assessments.
 It includes more general skills and knowledge useful
at work.

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Off the Job Training

Methods
1. Classroom Lectures
2. Case method
3. Syndicate method
4. Programmed learning
5. Business games
6. In-basket
7. Behavior modeling
8. T- groups
9. T.A.
10. Fish Bowl
11. Simulation Exercises
- Case Exercises
- Experiential Exercises
- Computer Modeling
- Vestibule training
- Role Playing
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Merits and De-
De-Merits of Off the Job
Training
Merits:
 Training from specialist can provide more in depth study
 Employees can focus on training and not get distracted by
work
 Opportunity to mix around with other employees of the
organization
 Facilitates to deal with group of workers at the same time
Demerits:
 Employee may not be motivated to learn
 May not be directly related to employees job
 Costs are high

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Designing Training Content

Analyze

Design

Develop

Implement

Evaluate
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 Delivery mechanisms

Classroom

Audio-visual

Distance learning

E-learning

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Evaluation Of The Training Program

Evaluation helps in controlling the training program.

Trainers are especially concerned with

 Trainees reactions to the content and process of training.

 Knowledge or learning acquired as a result of the training.

 Changes in behavior as a result of training.

 Measurable improvement or results seen in individuals or

the organization like increased turnover, lesser absenteeism
or fewer errors.

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Determining Return-
Return-on-
on-Investment (ROI)

Measuring the ROI

 The greatest factor in measuring the return-on-investment for
training is the definition of what the training is to achieve.

 Measuring the amount of money generated by a group before

and after the training, and then comparing that improvement
with the cost of the training is the way to measure the ROI.

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Determining Return-
Return-on-
on-Investment (ROI)
Training cost and ROI

 Cost of training: The cost of in-house training consists of the hourly

cost of the trainers/ faculty.
 Hourly cost: Hourly cost consists of hourly pay (or equivalent hourly
pay, if a salaried employee) of employees on training.
 Cost of lost work: When an employee is not working, the company
may be losing money due to lowered production.
 Other Costs: Promotional costs, Admin costs, Facilities/ Logistics.

Calculating Return on investment: % ROI = (benefits / costs) x 100

Payback period: Payback period = costs / monthly benefits

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Calculating Return-
Return-on-
on-Investment (ROI)
Duration of training 33 hrs
Estimated student numbers 750
Period over which benefits are calculated 12 months

Costs

Design and development 40,930

Promotion & Admin 17,457
Faculty + Materials 101,250
Facilities 40,500
Students 553,156
Evaluation 872
Total cost 754,165
Benefits

Labour savings 241,071

Productivity increases 675,000
Other cost savings 161,250
Total benefits 1,077,321
Return on investment 143%
Payback period 8 months
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Merits Of Training
The advantages of imparting Training to the members of
an organization are many for individual employees as well
as for the organization. Some of these are :

 Increased Productivity
 Increased Morale
 Reduced Supervision
 Reduced Errors/ Accidents
 Increased Organizational Stability
 Leads to improved profitability and/or more positive
attitudes towards profit orientation.
 Fosters Authenticity, openness & Trust.
 Aids in organizational development
 Builds cohesiveness in groups.

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