Chapter No 2

TRAINING SYSTEMS - An Over view

ELEMENTS OF TRAINING SYSTEM:

1. Purpose: What is to be accomplished? (Objective aims/goals of the training)
2. Personnel: Who will involved in the training within and outside the organization
3. Material: What materials shall be needed for the training? I.e. equipments, teaching material, raw
materials and other facilities
4. Methods: What methods/procedures shall be used?
5. Evaluation: How to ascertain achievement of training objectives and compare benefits with costs?
The challenges faced by the human resource management department as to how to combine these
elements in an efficient and development programme.

1. PURPOSE: The purpose or objectives should be smart (specific, measurable, achievable,

realistic and time bound). These objectives must be developed carefully after carrying out the
training needs assessment, at organizational, operational and individual levels and in line with
the strategies and goals of the organization. These objectives should be stated in behavioral
terms to provide specificity and direction to the instructors and learners alike. (Emphasis on to
be Able to do at the end of the training programme, rather than to know. Similarly, the desired
outcome/results/effects have to be stated rather than the procedure etc).
The purpose should also cater for the needs of the organization as well as the participating trainees.
The HRD system must have purposes ranging from:
i. Creation of awareness to modify behaviors
ii. Improvement of job performance
iii. Professional development/career development of individuals
HRD system should serve shared purposes of the organization and employees. Cost/benefit analysis of
the purposes should be carried out thoroughly during the development of HRD programme, keeping in
view the budget and priority of the organization

2. PERSONNEL:
a. Employees ranging from Chief Executive to the shop level are benefited by the HRD system
which are of prime importance
b. Grouping of employees into categories of shared characteristics: example: sales personnel,
accounts personnel’s etc however, there are some drawbacks resulting from time and
geographical factors
c. Other characteristics to be considered during HRD development are:
i. Work orientation: how far the participants are committed to their jobs?
ii. Personal factors-crises at home/work place, conflict among workers, career conscious or
laid back
iii. Learning style: how the participants learn quickly? What method is effective for learning?
d. Personnel for training, supervision and supporting the HRD activities:
Full time staff employed by HRD department is usually generalists and cost intensive. This
may be counterproductive to achieving long term goals and purposes.
Outside experts or trainers are hired to design and develop programme tailored to the needs of
the organization. Moreover experienced and qualified supervisors are another source to be
 used for need assessment, training employees on their jobs, provide guidance and coaching
etc. Therefore, proper training of trainer’s programmes are conducted to ensure supervisor and
managers to become effective trainers.
All direct & indirect costs including opportunity costs are calculated to decide upon the
programmes.

3. MATERIAL:
After purposes and personnel involved in the system are carried out, the next step is to assess the
material required and sources
a. Prepare inventory of materials, equipment and facilities required and those available within
the organization
b. Maximum use of material, facilities and equipment already in place
c. Compare the cost of hiring extra materials with purchasing them
d. Facilities:
i. While deciding the facilities, consider the learning environment, costs, convenience of
participants and other factors for smooth running of training programme as well as the
organization operations
ii. Consider labs, workshops etc which serve dual purpose and save cost, travel and time
iii. Explore off-site facilities like schools etc.
e. Equipment:
i. Equipment having multiple utility may be used for training and production purposes
ii. In some cases, where the equipment is for special purpose and occasionally used, may be
hired from other organizations
iii. Use existing equipment for greater flexibility
f. Materials:
i. Some of the materials such as policy documents, reports, DATA etc can be used both for
operational and training purposes.
ii. Teaching materials should be developed for the equipment available in the organization to
ensure cost effectiveness and in line with the learning principles

4. METHODS:
i. Methods of training ranges from simple lecture to complex simulation methodologies. Any
method employed, must be directly relevant and appropriate to the purposes/objectives,
personnel and materials of HRD system.
ii. There is always trade off in the selection of methods while considering the effectiveness of
learning and costs. Methods also depend on availability of material/facilities.
iii. Allow for flexibility in methods to respond to changes.
iv. Support methods that encourage discussions and interactions

5. EVALUATION:
a. It is an important element of training system
b. Major purpose of evaluation is focused on the achievement of purposes or objectives of HRD
system
c. Proper documentation and systematic evaluation will enable the organization to gauge the
success and identify areas of improvements and feedback to concerned quarters. The feedback
is a critical dimension of evaluation. It can incorporate information from tests conducted after
completion of programme.
d. Evaluation should be cost-effective, reliable valid and objective
Efficiency and effectiveness be kept in consideration. All the five elements have to be
critically examined particularly the personnel (50-90% of HRD budget)
e. Interval tests, performance tests, participant reactions, on the job performance and
cost/benefit analysis are the major tools of evaluation of HRD system
DEVELOPING HRD SYSTEM- (Relationship Among 5 HRD
System Elements)
a. The five elements of training systems, used for HRD are shown in the
form of five overlapping circles, each containing all possible alternatives
within that element. Out of all the combinations/possibilities, the few
possibilities (shown as shaded area shared by all five elements) to be
incorporated into a HRD activity. As seen major portions of the circles
are unused meaning that only the required alternatives are chosen. When
needs and conditions change, the proportion (overlapping) of the circles
(elements) can be modified to have other suitable combinations

b. The five elements are interactive, and that is the requirement of HRD
system. For continuing improvements in training and development
programmes, interaction should be repetitive. Each of the five elements
have important and direct influence on other elements. Therefore, the
elements need to be combined for effective interactions. While
evaluating the HRD effort, it is necessary to know the interactive
dimensions of these fine elements. For example:

• Validation of materials depends on effectiveness of training method

and facilities. The involved persons and the purpose.

• Effectiveness of trainers depends on the type of trainees, purposes,

material and training methods.

c. We can take a start by choosing any of the five elements, but mostly the
first to be used are purpose and personnel. For developing HRD system,
it is important to delineate and operationalize the dimensions of each of
the five elements i.e. determining as to what shall be purposes, who will
be the participants, what will be the methods used and what will be the
materials needed. Personnel and material only incur direct costs; the
other three will indirectly affect costs.
Relationship Among Elements of a Human Resources Development System

Personnel

Evaluation Purposes

Methods Material
 The Training Spiral

Determining
New Training
Needs
Evaluating
the
Training Determining
Training
Needs
Adjusting
the Design Collecting Data
Daily for Training
Needs
Assessment
The Training
Delivering
the
Spiral
Training Analyzing
Program the
Training
Costing
Evaluating
the
the Design
Training
Presenting

Designing to
Revising
the Manageme
Training nt
Training
Needs
Assessment to
Include Input
 Personnel Purpose

Purpose
Evaluation

Material

Material

Methods