Nature of training and development

training and development may be understood as any attempt to improve current and future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employee's performance deficiency.

Inputs in training and development

Skills training is imparting skills to employees. three types of skills are
Motor skills

Skills
Interpers onal skills

Basic skills

Education - The purpose of education is to teach theoretical concept and develop a sense of reasoning and judgment.

 Development another component of training is development which is less skill-oriented but stresses on knowledge about business environment, management principles and techniques, etc. Ethics imparting greater ethical orientation to a training and development programme. Attitudinal changes attitudes represent feelings and beliefs of individuals towards others. Negative attitudes need to be converted into positive attitudes. Decision making and problem solving skills decision making and problem solving skills focus on methods and decision for making organizational decisions and solving work-related problems.

Training and development as a source of competitive advantage :Training and development offer competitive advantage to a firm by : removing performance deficiencies. Making employees stay long. Minimizing accidents. Scrap and damage. Meeting future employee needs.

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Employees become efficient after undergoing training.

There is a greater stability, flexibility and capacity of growth in an organization.

1. Stability trained employees tend to stay with the company, they seldom leave the company.

2. Flexibility training make the employees versatile in the operations. All rounders can transferred to any job. 3. Growth growth indicates prosperity, which is reflected in increased profits from year to year.

Benefits of employee turnover

1. How training benefits the organization :Leads to improved profitability and/or more positive attitudes towards profit orientation.

Improves the job knowledge and skills at all levels of the organization. Improves the morale of the workforce.

Helps people identify with organizational goals.

Helps create a better corporate image.

Fosters authenticity, openness and trust.

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Learns from the trainee. Helps prepare guidelines for work. Aids in understanding and carrying out organizational policies. Provides information for future needs in all areas of organization. Organization gets more effective decision making and problem solving skills.

Aids in development for promotion from within.

Improves relationship between boss and subordinate.

Aids in organizational development.

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2. Benefits to the individual which in turn ultimately should benefit the organization : Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving self-development and self confidence. Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership, knowledge, communication and attitudes. Increases job satisfaction and recognition.

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Satisfies the personal needs of the trainer(and trainee). Develops a sense of growth in learning. Helps eliminating fear in attempting new tasks.

3. Benefits in personal and human relations, intra and intergroup relations and policy implementation :

Improves communication between groups and individuals.

Aids in orientation for new employees.

Provides information on equal opportunity

Improves interpersonal skills.

Makes organizational policies, rules and regulations viable.

Improves morale.
Builds cohesiveness in groups.

Provides a good climate for learning, growth and co-ordination.

Steps in training process

Who are the trainees?

Who are the trainers?

What methods and techniques?

Where to conduct the programme?

What principles of learning?

What should be the level of training?

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1. Who are the trainees?
Trainees should be selected on the basis of self nomination, recommendations of supervisors or by the HR department itself.

2. Who are the trainers?

-immediate supervisors -coworkers as in buddy system -members of HR staff -specialist in other parts of the company -outside consultants, etc

3. Methods and techniques of training?

Training methods are categorized into two groups: # on-the-job # off-the-job

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Training techniques represent the medium of imparting skills and knowledge to employees. Most common techniques are:
Lectures Audio-visuals On-the-job training Programmed Instruction (PI) Computer-Assisted Instruction (CAI) Simulation, etc

Techniques of training

Techniques
Mirroring
Monodrama Shifting physical positions Structured role playing

Description
Training with an external prospective
Insight into a given interaction Highlighting of communication problems Role-play with predetermined objectives

Multiple role playing

Built-in-tension Lateral thinking

Providing a common focus of discussion

Teaching the importance of resolving problems Thinking randomly to come up with new ideas

Techniques
Ice breakers Leadership games Skilled games Communication games Strategic planners Doubling Outward-bound training 9 + 1 + 23

Description Games to get team members know each other Exercises to teach different styles of leadership Test to develop analytical technique Exercises to build bias-free listening and talking Games to test ability to plan ahead Bring out ideas that are not often expressed Adventure sports for teams Self assessment by a leader of leadership skills

etc

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4. What should be the level of training?

There are 3 basic levelsa. At the lowest level, the employee must acquire fundamental knowledge i.e. developing a basic understanding of a field and becoming acquainted with the language, concept and relationships involved

b. Next level is skills development, or acquiring the ability to perform in a particular skill area.
c. The highest level involves obtaining additional experience and improving skills that have already been developed.

5. Learning principles
Employee motivation Practice opportunities Reinforcement Knowledge of results Goals, etc

6. Conduct of training
The final consideration is where the training and development programme is to be conducted. The basic choices are 1. At the job itself 2. On the side but not the job for example in a training room in the company 3. Off the site, such as in a university or college classroom, hotel, a resort, etc.

Career development refers to a formal approach used by the firm to ensure that people with proper qualification and experiences are available when needed.

DEVELOPMENT
Employee development Management development Career development

Employee Development
Employee development program purports to enhance the ability of the employees to advance in the company or to accomplish additional job responsibility. It includes : Learning Education Development and training

METHODS OF EMPLOYEE DEVELOPMENT

Job rotation or cross training Horizontal or vertical job enlargement

NATURE OF MANAGEMENT DEVELOPMENT

Deferred application of human resources.
Preparing and helping managers in present and future jobs. Management development as a business-led process.

PROCEDURE OF MANAGEMENT DEVELOPMENT

Planning for management development.
Implementing management development. Maintaining replacement table. Watching side effects.

METHODS AND TECHINQUES OF MANAGEMENT AND DEVELOPMENT

Job rotation

Syndicate system
Conference Role-playing

Sensitivity training
Structured insight Case and in-basket methods Business games University courses

CAREER DEVELOPMENT INITIATIVES

Career planning workshops
Career counselling Mentoring Sabbaticals Personal development plans Career workbooks