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WHAT IS TRAINING
Training is a planned program, usually of short term duration, designed to improve performance at the individual level, group level an/or organizational levels, so as to enable them to achieve their personal and organizational goals, Training helps employees to fill up the Gap between their present knowledge, skills, attitude and the desire knowledge, skills and attitude for their present jobs. Training is a systematic process of changing of the behavior, knowledge and/or motivation of present employees to improve the match between employee characteristics and employment requirements. Training is closely linked to other HR activities. It is sometimes seen as a short term structured and relatively focused activity. Training is usually imparted to fill up gap between the present performance and the desired performance of employees.
PURPOSE OF TRAINING
Major purposes of training are: To improve job related knowledge To update employee skills
Due to technological changes Solve organization problem & achieve organization goals To develop employees for promotion (promotion within the organization, attract & motivate employees)
To improve their job related attitude/behavior. Training is considered as investment in Human Resources, which provides many important benefits and Returns to the organization. A study conducted in U.S indicates that every $1 spent on training and development generates $3 in new economic activity.
MANAGEMENT
Management is a process in organization to facilities efficient and effective attainment of organization objectives with the satisfaction of stakeholders.
MANAGEMENT OF TRAINING
It relates to utilizing the limited organization resources to train\develop HR efficiently to achieve personal and organizational goals\objective through improvement of performance.
DEVELOPMENT:
Though, training is a continuous process in career development and hence contributes in the employees development. Development is the gap filling/enhancement of employees knowledge, skills and attitude to enable them to become FIT\Competent for the future higher job position.
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TRAINING OBJECTIVES: The training needs assessment results are translated into training objectives. The training objectives must be prepared /developed in a more precise terms and should be measurable, verified and achievable. Training objectives should contain three components: Performance desired: Describe clearly and precisely what the trainee should be able to so rather to know It should result in ends rather than means (Process) Work /Job Conditions: Should specify the circumstances, under which the trainee /learner will be performing that activity/job. It describes equipment, supplies and job aids that may or may not be used on the job It describes the work setting and information used for the actions. Criteria (standard) for Test: Specify level/degree of proficiency for successful job performance Quality of performance to achieve objectives The above training objectives will provide Basis/standard for evaluating the performance of trainees and effectiveness of training.
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B. Training and Development: Designing the Training curriculum Selection of the Training and Development methods Selection of Training and Development Methods Training and development methods are to be selected carefully keeping in view: Effectiveness of training method: Cost and time consumed by each training method C. Evaluation: To verify a programs success, HR managers increasingly demand that the training and development activities must be evaluated systematically The evaluation of training and development should follow the following steps: Evaluation criteria should be carried out before training begins Test of participants should be carried out before training During the course, the trainees should be evaluated at different intervals and feedback provided for improvement. Post test or post training evaluation should be carried out to assess that the desired training objectives have been achieved
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Keeping himself and his staff abreast of new trends in training and teaching techniques and impact of industrial outputs, potential technological changes in business strategies etc. Up keeping training policies, guidelines and procedures and suggesting changes and modifications in these to the higher management as and when necessitated Maintaining and regularly updating training plans, programmes, syllabi, reports and records in accordance with the policies in vogue Ensuring that training commitments are met as desired and the training staff is competent, well-groomed and motivated to carry out their functions effectively Affording due consideration to the effects of training on equity goals, while evaluating the efficiency contributions of training programmes Making sure that while evaluating training, the following factors are taken into consideration:
Trainees reaction The validity of the in0use training material specified training concept Application of the specified concepts on the job Positive effects of the approach on the organization.
Overseeing trainees presence, regularity and punctuality in training classes and adherence to the approved training plan/programmes.
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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: Creation of awareness to modify behaviors Improvement of job performance 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.
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2. Personnel: Employees ranging from Chief Executive to the shop level are benefited by the HRD system which are of prime importance Grouping of employees into categories of shared characteristics: example: sales personnel, accounts personnels etc however, there are some drawbacks resulting from time and geographical factors Other characteristics to be considered during HRD development are: Work orientation: how far the participants are committed to their jobs? Personal factors-crises at home/work place, conflict among workers, career conscious or laid back Learning style: how the participants learn quickly? What method is effective for learning? 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 trainers 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.
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3. Material: After purposes and personnel involved in the system are carried out, the next step is to assess the material required and sources Prepare inventory of materials, equipment and facilities required and those available within the organization Maximum use of material, facilities and equipment already in place Compare the cost of hiring extra materials with purchasing them Facilities: 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 Consider labs, workshops etc which serve dual purpose and save cost, travel and time Explore off-site facilities like schools etc. Equipment: Equipment having multiple utility may be used for training and production purposes In some cases, where the equipment is for special purpose and occasionally used, may be hired from other organizations Use existing equipment for greater flexibility Materials: Some of the materials such as policy documents, reports, DATA etc can be used both for operational and training purposes. Teaching materials should be developed for the equipment available in the organization to ensure cost effectiveness and in line with the learning principles
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4. Methods: 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. There is always trade off in the selection of methods while considering the effectiveness od learning and costs. Methods also depend on availability of material/facilities. Allow for flexibility in methods to respond to changes. Support methods that encourage discussions and interactions Focus on long term on-going incremental methods like news letter, jobs rotations etc.
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5. Evaluation: It is an important element of training system Major purpose of evaluation is focused on the achievement of purposes or objectives of HRD system 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. 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) Interval tests, performance tests, participant reactions, on the job performance and cost/benefit analysis are the major tools of evaluation of HRD system
Personnel
Purpose
Evaluation
Purpose Methods
Adjusting the Design Daily Collecting Data for Training Needs Assessment
Presenting to Management