Training: Meaning, Definition and Types

of Training
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Training: Meaning, Definition and Types of Training!

Training constitutes a basic concept in human resource development. It is concerned
with developing a particular skill to a desired standard by instruction and practice.
Training is a highly useful tool that can bring an employee into a position where they
can do their job correctly, effectively, and conscientiously. Training is the act of
increasing the knowledge and skill of an employee for doing a particular job.

Definition of Training:
Dale S. Beach defines training as ‘the organized procedure by which people learn
knowledge and/or skill for a definite purpose’. Training refers to the teaching and
learning activities carried on for the primary purpose of helping members of an
organization acquire and apply the knowledge, skills, abilities, and attitudes needed by a
particular job and organization.

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According to Edwin Flippo, ‘training is the act of increasing the skills of an employee for
doing a particular job’.

Need for Training:

Every organization should provide training to all the employees irrespective of their
qualifications and skills.

Specifically the need for training arises because of following reasons:

1. Environmental changes:
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Mechanization, computerization, and automation have resulted in many changes that
require trained staff possessing enough skills. The organization should train the
employees to enrich them with the latest technology and knowledge.

2. Organizational complexity:
With modern inventions, technological upgradation, and diversification most of the
organizations have become very complex. This has aggravated the problems of
coordination. So, in order to cope up with the complexities, training has become
mandatory.

3. Human relations:
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Every management has to maintain very good human relations, and this has made
training as one of the basic conditions to deal with human problems.

4. To match employee specifications with the job requirements and

organizational needs:
An employee’s specification may not exactly suit to the requirements of the job and the
organization, irrespective of past experience and skills. There is always a gap between an
employee’s present specifications and the organization’s requirements. For filling this
gap training is required.

5. Change in the job assignment:

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Training is also necessary when the existing employee is promoted to the higher level or
transferred to another department. Training is also required to equip the old employees
with new techniques and technologies.

Importance of Training:
Training of employees and mangers are absolutely essential in this changing
environment. It is an important activity of HRD which helps in improving the
competency of employees. Training gives a lot of benefits to the employees such as
improvement in efficiency and effectiveness, development of self confidence and assists
every one in self management.

The stability and progress of the organization always depends on the training imparted
to the employees. Training becomes mandatory under each and every step of expansion
and diversification. Only training can improve the quality and reduce the wastages to
the minimum. Training and development is also very essential to adapt according to
changing environment.

Types of Training:
Various types of training can be given to the employees such as induction training,
refresher training, on the job training, vestibule training, and training for promotions.

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Some of the commonly used training programs are listed below:

1. Induction training:
Also known as orientation training given for the new recruits in order to make them
familiarize with the internal environment of an organization. It helps the employees to
understand the procedures, code of conduct, policies existing in that organization.

2. Job instruction training:

This training provides an overview about the job and experienced trainers demonstrates
the entire job. Addition training is offered to employees after evaluating their
performance if necessary.

3. Vestibule training:
It is the training on actual work to be done by an employee but conducted away from the
work place.

4. Refresher training:
This type of training is offered in order to incorporate the latest development in a
particular field. This training is imparted to upgrade the skills of employees. This
training can also be used for promoting an employee.
 5. Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a supervisor.

Training and Development Definition, Importance,

Advantages, Disadvantages, Process & Overview
Posted in Human Resources Terms, Total Reads: 45933

Definition: Training and Development

Training and Development is a subsystem of an organization which emphasize on the improvement of the performance of
individuals and groups. Training is an educational process which involves the sharpening of skills, concepts, changing of
attitude and gaining more knowledge to enhance the performance of the employees. Good & efficient training of employees
helps in their skills & knowledge development, which eventually helps a company improve.

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 Training Needs Analysis

 Training Levy

Training is about knowing where you are in the present and after some time where will you reach with your abilities. By
training, people can learn new information, new methodology and refresh their existing knowledge and skills. Due to this
there is much improvement and adds up the effectiveness at work. The motive behind giving the training is to create an
impact that lasts beyond the end time of the training itself and employee gets updated with the new phenomenon. Training
can be offered as skill development for individuals and groups.

Organizational Development is a process that “strives to build the capacity to achieve and sustain a new desired state that
benefits the organization or community and the world around them.” (From the Organizational Development Network
website).
Relation between Training and Development

There is a relation between training and development, and there is clear difference between the two based on goals to be
achieved. Development is made to answer the training problems:

TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for

executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total

personality

It is short term process It is continuous process

OBJECTIVE: To meet the present OBJECTIVE: To meet the future

need of an employee need of an employee

Initiative is taken by the Initiative is taken by an individual.

management
Importance of Training and Development

For companies to keep improving, it is important for organizations to have continuous training and development programs
for their employees. Competition and the business environment keeps changing, and hence it is critical to keep learning and
pick up new skills. The importance of training and development is as follows:

• Optimum utilization of Human resources

• Development of skills like time management, leadership, team management etc

• To increase the productivity and enhance employee motivation

• To provide the zeal of team spirit

• For improvement of organization culture

• To improve quality, safety

• To increase profitability

• Improve the morale and corporate image

Need for Training and Development

Training and development of employees is a costly activity as it requires a lot quality inputs from trainers as well as
employees. But it is essential that the company revises its goals and efficiencies with the changing environment. Here are a
few critical reasons why the company endorses training and development sessions.

• When management thinks that there is a need to improve the performances of employees

• To set up the benchmark of improvement so far in the performance improvement effort

• To train about the specific job responsibility and skills like communication management, team management etc

• To test the new methodology for increasing the productivity

Advantages of training and development

Training and development has a cost attached to it. However, since it is beneficial for companies in the long run, they ensure
employees are trained regularly. Some advantages are:

1. Helps employees develop new skills and increases their knowledge.

2. Improves efficiency and productivity of the individuals as well as the teams.

3. Proper training and development can remove bottle-necks in operations.

4. New & improved job positions can be created to make the organization leaner.

5. Keeps employees motivated and refreshes their goals, ambitions and contribution levels.
Disadvantages of training and development

Even though there are several advantages, some drawbacks of training and development are mentioned below:

1. It is an expensive process which includes arranging the correct trainers and engaging employees for non-revenue
activities.

2. There is a risk that after the training and development session, the employee can quit the job.

Training and Development Process

Training and development is a continuous process as the skills, knowledge and quality of work needs constant
improvement. Since businesses are changing rapidly, it is critical that companies focus on training their employees after
constantly monitoring them & developing their overall personality.

Steps for training and development processes are:

1. Determine the need of training and development for individuals or teams

2. Establish specific objectives & goals which need to be achieved

3. Select the methods of training

4. Conduct and implement the programs for employees

5. Evaluate the output and performance post the training and development sessions.

6. Keep monitoring and evaluating the performances and again see if more training is required.

Hence, this concludes the definition of Training and Development along with its overview.

Training and Development

Definition: Employee training and development implies a program in which specific knowledge,
skills and abilities are imparted to the employees, with the aim of raising their performance level,
in their existing roles, as well as providing them learning opportunities, to further their growth.

Training implies a process of upgrading an individual’s knowledge, skills and

competencies. When an employee joins the organization, he/she is given job-related training to
ensure satisfactory performance of the tasks and duties assigned, so that the employee can
contribute more to the organization.

On the other hand, development has a long-term view. It is all about preparing the employee
for the current as well as future jobs, by providing them with learning opportunities to increase
their capacities, to undertake more challenging and complex tasks.
 Importance of Training and Development

1. For organization:

o Training and Development programme facilitates better utilization of an organization’s

resources, i.e. men, machine, material and money.
o It ensures less wastage, with respect to resources and time. When a worker is skilled
and trained enough, the amount of wastage will be less, as well as the learning time will be reduced,
and the work will be performed in very less time.
o It improves the performance of the employee which results in increased profitability.
o The employees learn new and improved methods of performing an activity, which
helps the organization to survive, compete and grow in the market.
o It results in a reduction in employee turnover, idle time and absenteeism.
o It develops a positive attitude in employees towards the work and organization, as well
as boosts their morale, which helps them adapt themselves to the changing environment.
 For Employees:

o An individual focuses more on career than a job. And so, the skills and knowledge
acquired from the training add to their resume.
o Improved performance is a sort of motivation for an individual which encourages them
to perform much better than before and contribute to the organization’s success, which ultimately
increases their incentives.
o When an employee is trained enough, he/she will handle any situation or problem and
deal with the challenges in a better way.
o Training makes workers machine or equipment-friendly, which reduces the number of
accidents during the process.
o It helps the employee to stay up-to-date with the technological changes.
o It results in job satisfaction and boosts employees morale.
Training is often imparted to middle or low-level employees. In contrast, the development
programmes are specifically designed for the employees working in higher positions in the
organisational hierarchy.

Inputs in Training and Development

 Skills: Basic skills should be imparted to the workers, to help them operate the machinery and
other equipment correctly, with least wastage and damage.
 Education: It aims at teaching theoretical concepts along with providing a hands-on experience
to the employee. It also improves their judgement and reasoning power.
 Development: Training involves development, wherein more stress is given on increasing
knowledge, rather than the skills. Here, knowledge means an understanding of the business
environment, human relations, management, etc.
 Ethics: Ethics are the principles that regulate the conduct of an employee, at the time of
undertaking any activity. So, the training and development programme must provide knowledge
regarding ethical conduct.
 Change in attitude: One of the important benefits of training is the attitudinal changes in
employees. Attitude indicates the feelings, outlook, reaction and beliefs of the employee towards
others. It has a great impact on an employee’s morale, motivation, loyalty, commitment and
satisfaction.
 Extraordinary Skills: Apart from basic skills, training and development scheme should impart
some other skills to higher level employees such as problem-solving, decision making, industrial
analysis, etc.
 Literacy: Here literacy is not related to education, but proficiency in the corporate language and
he/she must be fully aware of the corporate culture, to deal with international clients and customers.
In a nutshell, any activity that intends to enhance the present or future performance of an
employee, by improving his/her ability through the process of learning, by changing approach,
sharpening skills, strengthening competencies and increasing the knowledge base, comes under
the ambit of training and development.

8.2 Types of Training

LEA RN IN G OBJ ECTIV E

1. Be able to explain and give examples of the types of training that can be offered within an

organization.

There are a number of different types of training we can use to engage an employee. These types are

usually used in all steps in a training process (orientation, in-house, mentorship, and external

training). The training utilized depends on the amount of resources available for training, the type of

company, and the priority the company places on training. Companies such as The Cheesecake

Factory, a family restaurant, make training a high priority. The company spends an average of

$2,000 per hourly employee. This includes everyone from the dishwasher and managers to the

servers. For The Cheesecake Factory, this expenditure has paid off. They measure the effectiveness of

its training by looking at turnover, which is 15 percent below the industry average.Gina Ruiz,

“Cheesecake Factory Cooks Up a Rigorous Employee Training Program,” Workforce Management,

April 24, 2006, accessed July 25,

2010, http://www.workforce.com/section/11/feature/24/35/18/. Servers make up 40 percent of the

workforce and spend two weeks training to obtain certification. Thirty days later, they receive follow-

up classes, and when the menu changes, they receive additional training.Gina Ruiz, “Cheesecake

Factory Cooks Up a Rigorous Employee Training Program,” Workforce Management, April 24,

2006, accessed July 25, 2010, http://www.workforce.com/section/11/feature/24/35/18/. Let’s take

a look at some of the training we can offer our employees.

As you will see from the types of training below, no one type would be enough for the jobs we do.

Most HR managers use a variety of these types of training to develop a holistic employee.

Technical or Technology Training

Depending on the type of job, technical training will be required. Technical training is a

type of training meant to teach the new employee the technological aspects of the job. In
a retail environment, technical training might include teaching someone how to use the
computer system to ring up customers. In a sales position, it might include showing
someone how to use the customer relationship management (CRM) system to find new
prospects. In a consulting business, technical training might be used so the consultant
knows how to use the system to input the number of hours that should be charged to a
client. In a restaurant, the server needs to be trained on how to use the system to
process orders. Let’s assume your company has decided to switch to the newest version
of Microsoft Office. This might require some technical training of the entire company to
ensure everyone uses the technology effectively. Technical training is often performed
in-house, but it can also be administrered externally.

Quality Training

In a production-focused business, quality training is extremely important. Quality

training refers to familiarizing employees with the means of preventing, detecting, and
eliminating nonquality items, usually in an organization that produces a product. In a
world where quality can set your business apart from competitors, this type of training
provides employees with the knowledge to recognize products that are not up to quality
standards and teaches them what to do in this scenario. Numerous organizations, such
as the International Organization for Standardization (ISO), measure quality based on a
number of metrics. This organization provides the stamp of quality approval for
companies producing tangible products. ISO has developed quality standards for almost
every field imaginable, not only considering product quality but also certifying
companies in environmental management quality. ISO9000 is the set of standards for
quality management, while ISO14000 is the set of standards for environmental
management. ISO has developed 18,000 standards over the last 60 years.“The ISO
Story,” International Organization for Standards, accessed July 26,
2010, http://www.iso.org/iso/about/the_iso_story/iso_story_early_years.htm. With
the increase in globalization, these international quality standards are more important
than ever for business development. Some companies, like 3M,QAI website, accessed
July 30, 2011, http://www.trainingforquality.com/Content.aspx?id=26. choose to offer
ISO training as external online training, employing companies such as QAI to deliver the
training both online and in classrooms to employees.

Training employees on quality standards, including ISO standards, can give them a
competitive advantage. It can result in cost savings in production as well as provide an
edge in marketing of the quality-controlled products. Some quality training can happen
in-house, but organizations such as ISO also perform external training.

Skills Training

Skills training, the third type of training, includes proficiencies needed to actually
perform the job. For example, an administrative assistant might be trained in how to
answer the phone, while a salesperson at Best Buy might be trained in assessment of
customer needs and on how to offer the customer information to make a buying
decision. Think of skills training as the things you actually need to know to perform your
job. A cashier needs to know not only the technology to ring someone up but what to do
if something is priced wrong. Most of the time, skills training is given in-house and can
include the use of a mentor. An example of a type of skills training is from AT&T and
Apple,Lance Whitney, “Apple, AT&T Reportedly Prepping Staff for iPhone 5
Launch,” CNET, July 26, 2011, accessed July 29, 2011, http://news.cnet.com/8301-
13579_3-20083435-37/apple-at-t-reportedly-prepping-staff-for-iphone-5-launch/. who
in summer 2011 asked their managers to accelerate retail employee training on the
iPhone 5, which was released to market in the fall.

Continuing Education Matters

(click to see video)

A small business owner explains the advantages of offering informal skills training about
new products.

Soft Skills Training

Our fourth type of training is called soft skills training. Soft skills refer to personality
traits, social graces, communication, and personal habits that are used to characterize
relationships with other people. Soft skills might include how to answer the phone or
how to be friendly and welcoming to customers. It could include sexual harassment
training and ethics training. In some jobs, necessary soft skills might include how to
motivate others, maintain small talk, and establish rapport.

In a retail or restaurant environment, soft skills are used in every interaction with
customers and are a key component of the customer experience. In fact, according to
a Computerworld magazine survey, executives say there is an increasing need for people
who have not only the skills and technical skills to do a job but also the necessary soft
skills, such as strong listening and communication abilities.Thomas Hoffman, “Nine
Nontechie Skills That Hiring Managers Wish You Had,” Computerworld, November 12,
2007, accessed July 26,
2010, http://www.computerworld.com/s/article/305966/Are_You_the_Complete_Pac
kage_. Many problems in organizations are due to a lack of soft skills, or interpersonal
skills, not by problems with the business itself. As a result, HR and managers should
work together to strengthen these employee skills. Soft skills training can be
administered either in-house or externally.

Professional Training and Legal Training

In some jobs, professional training must be done on an ongoing basis. Professional

training is a type of training required to be up to date in one’s own professional field.
For example, tax laws change often, and as a result, an accountant for H&R Block must
receive yearly professional training on new tax codes.Jeannine Silkey, “Tax Preparer
Certifications,” Suite 101, January 28, 2010, accessed July 26, 2010, http://personal-
tax-planning.suite101.com/article.cfm/tax-preparer-certifications. Lawyers need
professional training as laws change. A personal fitness trainer will undergo yearly
certifications to stay up to date in new fitness and nutrition information.

Some organizations have paid a high cost for not properly training their employees on
the laws relating to their industry. In 2011, Massachusetts General Hospital paid over $1
million in fines related to privacy policies that were not followed.Julie Donnelly, “Mass.
General to Pay $1M to Settle Privacy Claims,” Boston Business Journal, February 24,
1011, accessed February 26,
2011, http://www.bizjournals.com/boston/news/2011/02/24/mass-general-to-pay-1m-
to-settle.html. As a result, the organization has agreed to develop training for workers
on medical privacy. The fines could have been prevented if the organization had
provided the proper training to begin with. Other types of legal training might include
sexual harassment law training and discrimination law training.
Team Training

Do you know the exercise in which a person is asked to close his or her eyes and fall
back, and then supposedly the team members will catch that person? As a team-building
exercise (and a scary one at that), this is an example of team training. The goal of team
training is to develop cohesiveness among team members, allowing them to get to know
each other and facilitate relationship building. We can define team training as a process
that empowers teams to improve decision making, problem solving, and team-
development skills to achieve business results. Often this type of training can occur after
an organization has been restructured and new people are working together or perhaps
after a merger or acquisition. Some reasons for team training include the following:

 Improving communication
 Making the workplace more enjoyable

 Motivating a team
 Getting to know each other

 Getting everyone “onto the same page,” including goal setting

 Teaching the team self-regulation strategies

 Helping participants to learn more about themselves (strengths and weaknesses)

 Identifying and utilizing the strengths of team members

 Improving team productivity

 Practicing effective collaboration with team members

Team training can be administered either in-house or externally. Ironically, through the
use of technology, team training no longer requires people to even be in the same room.

Human Resource Recall

What kind of team training have you participated in? What was it like? Do you think it
accomplished what it was supposed to accomplish?
Managerial Training

After someone has spent time with an organization, they might be identified as a
candidate for promotion. When this occurs, managerial training would occur. Topics
might include those from our soft skills section, such as how to motivate and delegate,
while others may be technical in nature. For example, if management uses a particular
computer system for scheduling, the manager candidate might be technically trained.
Some managerial training might be performed in-house while other training, such as
leadership skills, might be performed externally.

For example, Mastek, a global IT solutions and services provider, provides a program
called “One Skill a Month,” which enables managers to learn skills such as delegation,
coaching, and giving feedback. The average number of total training days at Mastek is
7.8 per employeeMastek website, accessed July 30,
2011, http://www.mastek.com/careers/learning-development.html. and includes
managerial topics and soft skills topics such as e-mail etiquette. The goal of its training
programs is to increase productivity, one of the organization’s core values.

Safety Training

Safety training is a type of training that occurs to ensure employees are protected from
injuries caused by work-related accidents. Safety training is especially important for
organizations that use chemicals or other types of hazardous materials in their
production. Safety training can also include evacuation plans, fire drills, and workplace
violence procedures. Safety training can also include the following:

 Eye safety

 First aid
 Food service safety

 Hearing protection
 Asbestos
  Construction safety
 Hazmat safety

The Occupational Safety and Health Administration, or OSHA, is the main federal

agency charged with enforcement of safety and health regulation in the United States.
OSHA provides external training to companies on OSHA standards. Sometimes in-
house training will also cover safety training.

Starbucks Training Video

This is a short video Starbucks uses to train new employees on customer service.

Please view this video at http://www.youtube.com/watch?v=OAmftgYEWqU.

KEY TA KEA WA YS

 There are several types of training we can provide for employees. In all situations, a variety

of training types will be used, depending on the type of job.

 Technical training addresses software or other programs that employees use while working

for the organization.

 Quality training is a type of training that familiarizes all employees with the means to

produce a good-quality product. The ISO sets the standard on quality for most production and
environmental situations. ISO training can be done in-house or externally.

 Skills training focuses on the skills that the employee actually needs to know to perform their
job. A mentor can help with this kind of training.

 Soft skills are those that do not relate directly to our job but are important. Soft skills training
may train someone on how to better communicate and negotiate or provide good customer

service.
 Professional training is normally given externally and might be obtaining certification or

specific information needed about a profession to perform a job. For example, tax accountants
need to be up to date on tax laws; this type of training is often external.

 Team training is a process that empowers teams to improve decision making, problem
solving, and team-development skills. Team training can help improve communication and result

in more productive businesses.

 To get someone ready to take on a management role, managerial training might be given.

 Safety training is important to make sure an organization is meeting OSHA standards. Safety

training can also include disaster planning.

Training and Development

Training and development describes the formal, ongoing efforts that are made within
organizations to improve the performance and self-fulfillment of their employees through a
variety of educational methods and programs. In the modern workplace, these efforts have
taken on a broad range of applications—from instruction in highly specific job skills to long-term
professional development. In recent years, training and development has emerged as a formal
business function, an integral element of strategy, and a recognized profession with distinct
theories and methodologies. More and more companies of all sizes have embraced "continual
learning" and other aspects of training and development as a means of promoting employee
growth and acquiring a highly skilled work force. In fact, the quality of employees and the
continual improvement of their skills and productivity through training, are now widely
recognized as vital factors in ensuring the long-term success and profitability of small
businesses. "Create a corporate culture that supports continual learning," counseled Charlene
Marmer Solomon in Workforce. "Employees today must have access to continual training of all
types just to keep up'¦. If you don't actively stride against the momentum of skills deficiency, you
lose ground. If your workers stand still, your firm will lose the competency race."

For the most part, the terms "training" and "development" are used together to describe the
overall improvement and education of an organization's employees. However, while closely
related, there are important differences between the terms that center around the scope of the
application. In general, training programs have very specific and quantifiable goals, like
operating a particular piece of machinery, understanding a specific process, or performing
certain procedures with great precision. Developmental programs, on the other hand,
concentrate on broader skills that are applicable to a wider variety of situations, such as
decision making, leadership skills, and goal setting.
TRAINING IN SMALL BUSINESSES
Implementation of formal training and development programs offers several potential
advantages to small businesses. For example, training helps companies create pools of
qualified replacements for employees who may leave or be promoted to positions of greater
responsibility. It also helps ensure that companies will have the human resources needed to
support business growth and expansion. Furthermore, training can enable a small business to
make use of advanced technology and to adapt to a rapidly changing competitive environment.
Finally, training can improve employees' efficiency and motivation, leading to gains in both
productivity and job satisfaction. According to the U.S. Small Business Administration (SBA),
small businesses stand to receive a variety of benefits from effective training and development
of employees, including reduced turnover, a decreased need for supervision, increased
efficiency, and improved employee morale. All of these benefits are likely to contribute directly
to a small business's fundamental financial health and vitality

Effective training and development begins with the overall strategy and objectives of the small
business. The entire training process should be planned in advance with specific company
goals in mind. In developing a training strategy, it may be helpful to assess the company's
customers and competitors, strengths and weaknesses, and any relevant industry or societal
trends. The next step is to use this information to identify where training is needed by the
organization as a whole or by individual employees. It may also be helpful to conduct an internal
audit to find general areas that might benefit from training, or to complete a skills inventory to
determine the types of skills employees possess and the types they may need in the future.
Each different job within the company should be broken down on a task-by-task basis in order to
help determine the content of the training program.

The training program should relate not only to the specific needs identified through the
company and individual assessments, but also to the overall goals of the company. The
objectives of the training should be clearly outlined, specifying what behaviors or skills will be
affected and how they relate to the strategic mission of the company. In addition, the objectives
should include several intermediate steps or milestones in order to motivate the trainees and
allow the company to evaluate their progress. Since training employees is expensive, a small
business needs to give careful consideration to the question of which employees to train. This
decision should be based on the ability of the employee to learn the material and the likelihood
that they will be motivated by the training experience. If the chosen employees fail to benefit
from the training program or leave the company soon after receiving training, the small
business has wasted its limited training funds.

The design of training programs is the core activity of the training and development function. In
recent years, the development of training programs has evolved into a profession that utilizes
systematic models, methods, and processes of instructional systems design (ISD). ISD
describes the systematic design and development of instructional methods and materials to
facilitate the process of training and development and ensure that training programs are
necessary, valid, and effective. The instructional design process includes the collection of data
on the tasks or skills to be learned or improved, the analysis of these skills and tasks, the
development of methods and materials, delivery of the program, and finally the evaluation of the
training's effectiveness.

Small businesses tend to use two general types of training methods, on-the-job techniques and
off-the-job techniques. On-the-job training describes a variety of methods that are applied while
employees are actually performing their jobs. These methods might include orientations,
coaching, apprenticeships, internships, job instruction training, and job rotation. The main
advantages of on-the-job techniques is that they are highly practical, and employees do not lose
working time while they are learning. Off-the-job training, on the other hand, describes a number
of training methods that are delivered to employees outside of the regular work environment,
though often during working hours. These techniques might include lectures, conferences, case
studies, role playing, simulations, film or television presentations, programmed instruction, or
special study.

On-the-job training tends to be the responsibility of supervisors, human resources professionals,

or more experienced co-workers. Consequently, it is important for small businesses to educate
their seasoned employees in training techniques. In contrast, off-the-job tends to be handled by
outside instructors or sources, such as consultants, chambers of commerce, technical and
vocational schools, or continuing education programs. Although outside sources are usually
better informed as to effective training techniques than company supervisors, they may have a
limited knowledge of the company's products and competitive situation. Another drawback to
off-the-job training programs is their cost. These programs can run into the multi thousand
dollar per participant level, a cost that may make them prohibitive for many small businesses.

Actual administration of the training program involves choosing an appropriate location,

providing necessary equipment, and arranging a convenient time. Such operational details,
while seemingly minor components of an overall training effort, can have a significant effect on
the success of a program. In addition, the training program should be evaluated at regular
intervals while it is going on. Employees' skills should be compared to the predetermined goals
or milestones of the training program, and any necessary adjustments should be made
immediately. This ongoing evaluation process will help ensure that the training program
successfully meets its expectations.

COMMON TRAINING METHODS

While new techniques are under continuous development, several common training methods
have proven highly effective. Good continuous learning and development initiatives often
feature a combination of several different methods that, blended together, produce one
effective training program.
Orientations
Orientation training is vital in ensuring the success of new employees. Whether the training is
conducted through an employee handbook, a lecture, or a one-on-one meeting with a supervisor,
newcomers should receive information on the company's history and strategic position, the key
people in authority at the company, the structure of their department and how it contributes to
the mission of the company, and the company's employment policies, rules, and regulations.

Lectures
A verbal method of presenting information, lectures are particularly useful in situations when
the goal is to impart the same information to a large number of people at one time. Since they
eliminate the need for individual training, lectures are among the most cost-effective training
methods. But the lecture method does have some drawbacks. Since lectures primarily involve
one-way communication, they may not provide the most interesting or effective training. In
addition, it may be difficult for the trainer to gauge the level of understanding of the material
within a large group.

Case Study
The case method is a non-directed method of study whereby students are provided with
practical case reports to analyze. The case report includes a thorough description of a
simulated or real-life situation. By analyzing the problems presented in the case report and
developing possible solutions, students can be encouraged to think independently as opposed
to relying upon the direction of an instructor. Independent case analysis can be supplemented
with open discussion with a group. The main benefit of the case method is its use of real-life
situations. The multiplicity of problems and possible solutions provide the student with a
practical learning experience rather than a collection of abstract knowledge and theories that
may be difficult to apply to practical situations.

Role Playing
In role playing, students assume a role outside of themselves and play out that role within a
group. A facilitator creates a scenario that is to be acted out by the participants under the
guidance of the facilitator. While the situation might be contrived, the interpersonal relations are
genuine. Furthermore, participants receive immediate feedback from the facilitator and the
scenario itself, allowing better understanding of their own behavior. This training method is cost
effective and is often applied to marketing and management training.

Simulations
Games and simulations are structured competitions and operational models that emulate real-
life scenarios. The benefits of games and simulations include the improvement of problem-
solving and decision-making sskills, a greater understanding of the organizational whole, the
ability to study actual problems, and the power to capture the student's interest.
Computer-Based Training
Computer-based training (CBT) involves the use of computers and computer-based
instructional materials as the primary medium of instruction. Computer-based training
programs are designed to structure and present instructional materials and to facilitate the
learning process for the student. A main benefit of CBT is that it allows employees to learn at
their own pace, during convenient times. Primary uses of CBT include instruction in computer
hardware, software, and operational equipment. The last is of particular importance because
CBT can provide the student with a simulated experience of operating a particular piece of
equipment or machinery while eliminating the risk of damage to costly equipment by a trainee
or even a novice user. At the same time, the actual equipment's operational use is maximized
because it need not be utilized as a training tool. The use of computer-based training enables a
small business to reduce training costs while improving the effectiveness of the training. Costs
are reduced through a reduction in travel, training time, downtime for operational hardware,
equipment damage, and instructors. Effectiveness is improved through standardization and
individualization.

Web-based training (WBT) is an increasingly popular form of CBT. The greatly expanding
number of organizations with Internet access through high-speed connections has made this
form of CBT possible. By providing the training material on a Web page that is accessible
through any Internet browser, CBT is within reach of any company with access to the Web. The
terms "online courses" and "web-based instruction" are sometimes used interchangeably with
WBT.

Self-Instruction
Self-instruction describes a training method in which the students assume primary
responsibility for their own learning. Unlike instructor- or facilitator-led instruction, students
retain a greater degree of control regarding topics, the sequence of learning, and the pace of
learning. Depending on the structure of the instructional materials, students can achieve a
higher degree of customized learning. Forms of self-instruction include programmed learning,
individualized instruction, personalized systems of instruction, learner-controlled instruction,
and correspondence study. Benefits include a strong support system, immediate feedback, and
systematization.

Audiovisual Training
Audiovisual training methods include television, films, and videotapes. Like case studies, role
playing, and simulations, they can be used to expose employees to "real world" situations in a
time-and cost-effective manner. The main drawback of audiovisual training methods is that they
cannot be customized for a particular audience, and they do not allow participants to ask
questions or interact during the presentation of material.
Team-Building Exercises
Team building is the active creation and maintenance of effective work groups with similar
goals and objectives. Not to be confused with the informal, ad-hoc formation and use of teams
in the workplace, team building is a formal process of building work teams and formulating their
objectives and goals, usually facilitated by a third-party consultant. Team building is commonly
initiated to combat poor group dynamics, labor-management relations, quality, or productivity.
By recognizing the problems and difficulties associated with the creation and development of
work teams, team building provides a structured, guided process whose benefits include a
greater ability to manage complex projects and processes, flexibility to respond to changing
situations, and greater motivation among team members. Team building may include a broad
range of different training methods, from outdoor immersion exercises to brainstorming
sessions. The main drawback to formal team building is the cost of using outside experts and
taking a group of people away from their work during the training program.

Apprenticeships and Internships

Apprenticeships are a form of on-the-job training in which the trainee works with a more
experienced employee for a period of time, learning a group of related skills that will eventually
qualify the trainee to perform a new job or function. Apprenticeships are often used in
production-oriented positions. Internships are a form of apprenticeship that combines on-the-
job training under a more experienced employee with classroom learning.

Job Rotation
Another type of experience-based training is job rotation, in which employees move through a
series of jobs in order to gain a broad understanding of the requirements of each. Job rotation
may be particularly useful in small businesses, which may feature less role specialization than
is typically seen in larger organizations.

APPLICATIONS OF TRAINING PROGRAMS

While the applications of training and development are as various as the functions and skills
required by an organization, several common training applications can be distinguished,
including technical training, sales training, clerical training, computer training, communications
training, organizational development, career development, supervisory development, and
management development.

Technical training describes a broad range of training programs varying greatly in application
and difficulty. Technical training utilizes common training methods for instruction of technical
concepts, factual information, and procedures, as well as technical processes and principles.

Sales training concentrates on the education and training of individuals to communicate with
customers in a persuasive manner. Sales training can enhance the employee's knowledge of the
organization's products, improve his or her selling skills, instill positive attitudes, and increase
the employee's self-confidence. Employees are taught to distinguish the needs and wants of the
customer, and to persuasively communicate the message that the company's products or
services can effectively satisfy them.

Clerical training concentrates on the training of clerical and administrative support staffs, which
have taken on an expanded role in recent years. With the increasing reliance on computers and
computer applications, clerical training must be careful to distinguish basic skills from the ever-
changing computer applications used to support these skills. Clerical training increasingly must
instill improved decision-making skills in these employees as they take on expanded roles and
responsibilities.

Computer training teaches the effective use of the computer and its software applications, and
often must address the basic fear of technology that most employees face and identify and
minimize any resistance to change that might emerge. Furthermore, computer training must
anticipate and overcome the long and steep learning curves that many employees will
experience. To do so, such training is usually offered in longer, uninterrupted modules to allow
for greater concentration, and structured training is supplemented by hands-on practice. This
area of training is commonly cited as vital to the fortunes of most companies, large and small,
operating in today's technologically advanced economy.

Communications training concentrates on the improvement of interpersonal communication

skills, including writing, oral presentation, listening, and reading. In order to be successful, any
form of communications training should be focused on the basic improvement of skills and not
just on stylistic considerations. Furthermore, the training should serve to build on present skills
rather than rebuilding from the ground up. Communications training can be taught separately or
can be effectively integrated into other types of training, since it is fundamentally related to
other disciplines.

Organizational development (OD) refers to the use of knowledge and techniques from the
behavioral sciences to analyze an existing organizational structure and implement changes in
order to improve organizational effectiveness. OD is useful in such varied areas as the
alignment of employee goals with those of the organization, communications, team functioning,
and decision making. In short, it is a development process with an organizational focus to
achieve the same goals as other training and development activities aimed at individuals. OD
practitioners commonly practice what has been termed "action research" to effect an orderly
change which has been carefully planned to minimize the occurrence of unpredicted or
unforeseen events. Action research refers to a systematic analysis of an organization to acquire
a better understanding of the nature of problems and forces within it.

Career development refers to the formal progression of an employee's position within an

organization by providing a long-term development strategy and designing training programs to
achieve this strategy as well as individual goals. Career development represents a growing
concern for employee welfare and their long-term needs. For the individual, it involves the
description of career goals, the assessment of necessary action, and the choice and
implementation of necessary steps. For the organization, career development represents the
systematic development and improvement of employees. To remain effective, career
development programs must allow individuals to articulate their desires. At the same time, the
organization strives to meet those stated needs as much as possible by consistently following
through on commitments and meeting the employee expectations raised by the program.

Management and supervisory development involves the training of managers and supervisors in
basic leadership skills, enabling them to effectively function in their positions. For managers,
training initiatives are focused on providing them with the tools to balance the effective
management of their employee resources with the strategies and goals of the organization.
Managers learn to develop their employees effectively by helping employees learn and change,
as well as by identifying and preparing them for future responsibilities. Management
development may also include programs for developing decision-making skills, creating and
managing successful work teams, allocating resources effectively, budgeting, business
planning, and goal setting.

BIBLIOGRAPHY
Jacob, Ronal L. Structured On-The-Job Training. Berrett-Koehler Publishers, March 2003.

Kim, Nancy J. "Continuing Education is No Longer an Option." Puget Sound Business Journal. 15

August 1997.

Solomon, Charlene Marmer. "Continual Learning: Racing Just to Keep Up." Workforce. April
1999.

U.S. Small Business Administration. Roberts, Gary, Gary Seldon, and Carlotta Roberts. Human
Resources Management. n.d.

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