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DEVELOPMENT
What is training?
The most important activity in the
development of human resources
To put the right man at the right
place with the trained personnel
No organization has a choice on
whether or not to develop employees
- it is in the companys own interest
to send its employees for training
Only through well-trained personnel,
can an organization achieve its goals
DEFINITION OF TRAINING
Importance of training
Trained manpower gives the following results:
Growth, expansion & modernization
Increases productivity and profitability
Reduces cost
Enhances skill and knowledge of the employee
Prevents obsolescence
Develops problem-solving attitude
Makes people aware of changing rules and procedures
Training makes people more competent
Employees become proactive & require less
supervision
Lead to personal growth and development
Able to cater to quality conscious customers
Importance of training
Trained employees have an
Increased job satisfaction and morale
Increased motivation
Increased efficiencies in processes, resulting in
financial gain
Increased capacity to adopt new technologies
and methods
Increased innovation in strategies and products
Increased job security & thus stable workforce
Improved commitment & thus reduced employee
turnover
Increased safety (because they are less prone to
accidents)
BEHAVIORAL
TRAININGS
SOFT-SKILLS
TRAININGS
RELATED
TO
TEAM
BUILDING,
LEADERSHIP, NEGOTIATION, CUSTOMER SERVICE,
ACCOUNT MANAGEMENT, PRESENTATION
Training gap
To analyze the shortfalls in the individual which
might prevent him or her from carrying out the
responsibilities effectively. This training gap can be
summarized asActual Performance
Current levels of
skill & knowledge
TRAINING
GAP
Desired Performance
Required levels of
skills & knowledge
These forms relate to the distinction between formal, nonformal and informal learning.
Organizational Factors
Influencing Training
Developing a work culture that values creativity and
encourages innovation is imperative to an
organization that desires to learn and produce new
ideas or products
Effective management practice in creating a
learning culture within an organization:
- providing employees with challenge
- providing freedom to innovate
- providing the resources needed to create new ideas
/ products
- providing diversity of perspectives & backgrounds
within groups
- providing supervisor encouragement
TRAINI
NG
PROCE
SS
Annual Review
Conduct Annual Formal Training
Needs Analysis/Survey
Newly identified
training needs
New Employees
Induction Training
Conduct Training
Re-train
In house
Training
On the Job
Training
Training Evaluation
by testing or
performance
appraisal
External
Training
TNA
ORGANISATIONAL
ANALYSIS
TRIGGER
ACTUAL
ORGANISATION
PERFORMANCE
( AOP) < (EOP)
EXPECTED
ORGANISATION
PERFORMANCE
OPERATIONAL /
TASK ANALYSIS
(EP)
PERSONAL /
INDIVIDUAL
ANALYSIS (AP)
TRAINING
NEEDS
IDENTIFY PD
(PD=AP-EP)
&
CAUSES
NON
TRAINING
NEEDS
Advisory committee
- Job descriptions and job
specifications
Work sampling
- Job performance
measurements
Attitude surveys
- Performance appraisals
Skills tests
- Performance documents
Guest feedback
- Questionnaires
Exit interviews
- Critical incidents
Observation
- Listening to employees
Supervisor Feedback
- Examining employee
problems
Interviews
- Surveys
Review of old records
- Discussion with
Organizational Analysis
Analyze the Mission and Strategies of an organization
Take stock of the resources and the allocation of the
resources
Study the factors in the internal environment that are
causing problems
Identify the constraints on training
Examine the strategic plan & current situation of the
organization
Measure the gap viz. Performance discrepancy
Study the impact of preceding factors on developing,
providing and Expected
transferring the KSAs to the job
performance
Performance
discrepancy
Actual
performance
Organizational Analysis
(Contd.)
Through the gap and Performance discrepancyParticular
Performance
discrepancy
Reactive
Strategic
planning
Proactive
Organization
Analysis
Task Analysis
Understand the nature of performance discrepancy
Analyze what is required from the employees
Determine what KSAs are required by the
employees to meet the expected performance
Determine the characteristics of the task
environment
Conduct Job Analysis
Task Analysis
contd.
KSAs
SUBTASKS
TASKS
DUTIES
JOB
Task Analysis
contd.
Person Analysis
Methodology for identifying those
who
are
not
meeting
the
performance requirements
Expected
Performa
nce
Actual
Performa
nce
Performance
= Discrepancy
Measurement of actual
performance
Sources of information
for Person Analysis
Performance Appraisal
Supervisor Ratings
Work Planning and
Review
Self-ratings
360 Performance
Review
Performance
Data
Consensus
Distinctivene
ss
Proficiency Tests
Cognitive and behavioral
Work sample
Assessment centers
Attitude Surveys
Needs Assessment
Techniques
Direct
observation
Interviews
Focus groups
Questionnaire
Consultation with
persons in key
positions, and/or
with specific
knowledge
Review of relevant
literature
Work samples
Performance Discrepancy
Is it worth fixing
KSA
Deficiency
Reward/Punishment
Incongruence
Choose
appropriate
remedy
Job Aid
Training
Practice
Change the job
Transfer or Terminate
Change
contingencies
Inadequate
feedback
Provide
proper
feedback
Obstacles in
the system
Remove
obstacles
Importance of TNA
TNA vindicates Deficiency & improves Efficiency
TNA increases the chances that the Time & Money
spent on Training would be spent wisely
TNA determines the benchmark for evaluation of
Training
TNA increases the motivation of participants
TNA acts as a Tool for Team building
First Step of Instructional System design
Important for making the design meaningful and
training effective
It provide more assurance to training success as It identifies KSA required to do a job
KSA of the employee are known
Roadblocks to training are identified and removed
SETTING OF
ORGANIZATION
GOALS/OBJECTIVES
Problem Area
Example
Hiring of new
machinery
Role of TNA
To synchronize any
deviation from
objectives
Handle problems
ORGANIZATION
CLIMATE
Problem Area
Organizational climate
-Grievances
-Turnover
-Absenteeism
-Accidents
Example
80% related to supervision
Lack of interest of workers
Higher absenteeism of clerical staff
Accidents for line workers
Role of TNA
To solve problems that
are related to worker
participation and / or
productivity
Helps the management
in setting a value on
behavior it wishes to
improve
through
Training
Objectives of training
Contents of training
Recipients of training
Likely costs involved
Costs of not training
Likely benefits through training
How to evaluate the training
Various training methods available & their appropriateness
Location & timing of training program
Choosing the trainers & trainees
Factors affecting
Training Design
Organizational/Environmental Constraints
Budgeting for training
Trainee population
DESIGN PHASE
Input
process
Output
Learning
Theory
Determine Factors
That Facilitates
Learning And Transfer
Training
Needs
Developing
Training
Objectives
Input
For
Objectives
Select method(s) of
Instruction and
Identify design strategy
Evaluation
objectives
Organizational
Constrains
Developing Objectives
Training objectives
Trainee reaction objectives
Learning objectives
Organizations outcome objectives
Identifying objectives
The TNA determines what the objectives of
training should be
Which performance deficiencies can be and
should be addressed by training
Which KSAs need to be learned in order to
change job behavior so that the performance
deficiencies are reduced or eliminated
Training Content
Common Training Content
Improving basic work skills
Closing the skills gap
Retraining (i.e. upgrading technological skills)
Improving group membership (team) skills
Teaching leadership/ supervision skills
Developing management skills
Enhancing self-management / self-directed
learning skills
Costs of Training
Hiring suitable venue for a training course (or making
a permanent training facility)
Fees & salaries of suitable trainers hired or
employed
Traveling expenses from workplace to training venue
Provision of suitable course materials
Salaries & benefits of trainees (training time is nonproductive time)
Lost production (because of trainees absence from
workplace)
Staff time spent in arranging training programmes
Possible increased costs of recruitment as trained
staff become more in demand by other employers
In some cases, increased pay costs as employees
reach certain pre-determined standards
Training Methods
Training methods have to chosen depending on the
training programme design requirements
They must have a demonstrated value, developing
interest, appeal to many senses
Training Methods
Two major classificationsOn-the-job Training (OJT) techniques
Takes place in a normal working situation, using the
actual tools, equipment, documents or materials that
trainees will use when fully trained
Most effective for vocational work
Off-the-job Training techniques
Takes place away from normal work situations
implying that the employee does not count as a
directly productive worker while such training takes
place
Has the advantage that it allows people to get away
from work and concentrate more thoroughly on the
training itself
More effective in inculcating concepts and ideas
Types of on-the-job
training
Demonstration an experienced employee shows how to
perform a task or series of tasks
Coaching counseling or giving general support and
guidance to trainees
Do-it-yourself training discovery method of training
Job rotation or planned experience moving employees
into other jobs for a particular period to enable them to
acquire new & wider skills
Technology-based training desk-based technique using
interactive computer programmes or videos or CD-Roms
Brainstorming sessions for a particular problem
Syndicate method working in small groups
Apprentice training practical education that takes place
when an inexperienced worker learns a skill or trade by
working with a skilled worker
Types of off-the-job
training
Three major categories
SIMULATION METHODS
ROLE PLAY
CASE METHOD
MANAGEMENT GAMES
IN-BASKET EXERCISE
BEHAVORIAL MODELING
KNOWLEDGE-BASED METHODS
LECTURES
SEMINARS
WORKSHOPS
PROGRAMMED INSTRUCTION
GROUP DISCUSSIONS
FILMS, TV
CAI
INTRANET
EXPERIENTIAL METHODS
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
ACHIEVEMENT MOTIVATION WORKSHOPS
OUTDOOR-ORIENTED PROGRAMMES
Types of off-the-job
training
SIMULATION METHODS
(Representation of a potential situation)
ROLE PLAY - Participants enact roles on the basis of a
written script or an oral description of a particular situation
CASE METHOD Actual situation written for discussion &
analysis purpose
MANAGEMENT GAMES Game built around the model of a
business situation & trainees represent management of
competing companies. They assimilate real-life situations &
process
IN-BASKET EXERCISE Several situations in which an
executive usually deals with on a day to basis are recorded
viz his reactions & responses & then feedback is given to him
BEHAVORIAL MODELING - Interactive management where
the learning happens through observation or imagination
Types of off-the-job
training
KNOWLEDGE-BASED METHODS
LECTURES
SEMINARS
WORKSHOPS
PROGRAMMED INSTRUCTION
DISTANCE LEARNING
GROUP DISCUSSIONS
FILMS, TV
CAI Computer Aided Instruction
INTRANET Virtual Reality
Types of off-the-job
training
EXPERIENTIAL METHODS
SENSITIVITY TRAINING Training in small groups in which
people learn how to interact with each other by developing
a sensitive awareness & understanding of themselves & of
their relationships with others
TRANSACTIONAL ANALYSIS Developed by Eric Berne, this
is a type of psychotherapy based on an understanding of
the interactions or transactions between patient &
therapist, and between patient & others in the
environment. Focuses on 3 ego states Parent, Adult & Child
ACHIEVEMENT MOTIVATION WORKSHOPS For a closer
contact between colleagues who work within the same
theoretical framework
OUTDOOR-ORIENTED PROGRAMMES Like river rafting,
rock climbing, excursions, boat races, rope climbing etc for
team building, leadership & risk taking
DEMONSTRATION
Demonstrations are merely illustrated
lectures or presentations.
Demonstrations are especially useful for
psychomotor
objectives
(where
participants are required to perform some
manual task), but can of course be used
(as
in
"modeling")
to
illustrate
interpersonal
skills,
interviewing,
communication, discipline, or counseling.
It is often done in conjunction with a
lecture
to
explain
what
is
being
demonstrated.
CBT
Ranges from simple PI to VR training.
PI (Programmed Instruction): Most
effective for declarative knowledge. Once
developed PI can be transferred to the
media apt for training. Trainees are then
able to complete the training at their own
pace, time and place
VR (Virtual Reality): A much more
sophisticated
version
of
multimedia
training that uses h/w to place you
perceptually and psychologically into an
environment.
CASE STUDIES/BUSINESS
GAMES
A popular way to get involvement
and to bring discussion down to a
reasonable level of concreteness.
A real-time situation or case is given
to the trainees for the purpose of
making them think like the managers
in that situation
ROLE PLAYS
A training technique where, without a
script, participants act out a situation
in front of the rest of the group.
Can be used to examine delicate
problems, or to explore solutions and
to provide insights into attitudes
differing from those of participants
FIELD TRIPS
Field trips, excursions, observations,
or tours permit the learners to
experience
sensory
impressions
which
could
never
occur
in
classrooms or conference rooms, but
which are characteristic of the
environment in which the new
behavior must persevere.
BEHAVIOR MODELING
The trainee views a demonstration of
how to perform before being asked to
perform.
Effective Modeling Involves Exploring
a
Particular
Phenomenon
or
Performance
from
Multiple
Perspectives
One of the Purposes of Modeling is to
Help People to 'Do What They Know'
and to 'Know What They Are Doing'
AUDIO VISUAL
ENHANCEMENTS for
Improving Training
Effectiveness
STATIC MEDIA
STATIC
Charts/Posters
Overheads
Computer Generated
Overheads
DYNAMIC MEDIA
DYNAMIC
Audio Tapes
Film And Video
Computer Generated
Dynamic Presentation
Effective Training
Methods
CHARACTERISTICS OF AN EFFECTIVE TRAINING
METHOD
Motivates the trainee
Demonstrates desired skills
Provides for active participation
Provides opportunities to practice
Provides timely feedback
Provides means for reinforcement
Structures material from simple to complex
tasks
Makes information adaptable to specific
problems
Encourages positive transfer from training to
the job
Choice of Training
Method
Choice
of
depends on
Training
Method
TRAINING ROOM
Furniture
Furniture Set Up
Room
Windows
Lights adjustable
Walls
Shape of the room
Carpeted with sound absorbent
ceiling
Temperature control (noise of fans
etc.)
TRAINER
Characteristics
Trainer KSAs Knowledge, Skills, Attitude
Trainer Credibility - First Impression,
Experience
Ability to engage with the audience
Understanding of Training Objectives and
imparting them in view of the audience
Their Preparation
How they begin the training
Setting the tone for the training session
How they dress-up and carry themselves
The podium
Listening and questioning
Providing instructions
Training Implementation
This is the point where the application part
is there of the instructional strategy.
IMPLEMENTATION PHASE
INSTRUCTIONAL
MATERIAL
INSTRUCTIONA
L
EQUIPMENT
TRAINEE AND
TRAINER MANUALS
FACILITIES
DRY
PILOT
TRAINING
RUN
PROGRAM
IMPLEMENTATION
EVALUATION
IMPLEMENTATION
AND
ASSESMENT OF
UTILITY
DRY RUN
This determines the value and clarity of various
pieces of training program in a control setting.
This refines the training to eliminate any major
glitches
The trainer should be someone involved in the
training design and development.
Some potential trainees are to be chosen as well
as include some content experts who can provide
feedback on the validity of the material and its
usage.
It is not required in the dry run to test all training
modules.
It is important to ask participants a list of
questions after each exercise or module you test.
PILOT PROGRAM
TRAINING EVALUATION
Levels Of Training
Evaluation
Evaluation can be carried out at 5 levels
Level 1 -Level
Reaction
2 - Knowledge
Level 3 - Behavior
Level 4 - Results
Form
Correlation of business
Summati
results with other
ve
assessment results
Summati Observation of
ve
Performance
360 Survey
Diagnost Self-assessment
ic
Test
Summati
ve
Reaction Survey
Formativ Real-time Polling
e
Quizzing
Training Effectiveness
The degree to which trainees are able to learn &
apply the knowledge & skills acquired during
the programme
Influenced by the attitudes, interests, values &
expectations of the trainees & the training
environment
Contents of training programmes & ability of
trainers also affects training effectiveness
Training Effectiveness
Things that Enhance Training Effectiveness
Match between ability level and course difficulty
High need achievement - with a mastery
(learning)
orientation,
not
outcome
(performance) orientation
High self-efficacy
Perceived instrumentality of training for getting
positive rewards
ESSENTIALS OF A GOOD
TRAINING PROGRAMME
Contents must be relevant to job requirements
Flexible due allowance for the differences among
the trainees with respect to aptitude, ability,
learning capacity
Prepare the trainees mentally before actually
imparting any knowledge or skill
Should be conducted
experienced trainers
by
well-qualified
and
RETRAINING
Retraining of workers involves the renewal or
updating of workers skills, knowledge, attitude,
work habits and competencies to enable them
perform their assigned responsibilities creditably
Re-training of workers are very vital to the
productivity of any organization considering the
technological changes taking place in the world of
work.
This means workers must be trained to acquire the
necessary skills and knowledge to be able to meet
with these changes and perform their assigned
roles in the organization towards the achievement
of organizational goals.
RETRAINING
Retraining refers to a professional's return to education,
either at vocational schools and higher education
institutes or at a company's training scheme, as a means
of enhancing his skills or refreshing his knowledge.
Even though retraining may seem an unnecessary chore
to experienced professionals, it is essential in order to
remain both efficient in the workplace and competitive
in the job market.
It is the decision to invest in the skills of workers who
would otherwise be at risk of losing their jobs unless
they acquire new skills
You need to retrain your employees when new methods
or equipment are introduced or when jobs for which
employees have been trained are phased out.
In addition, it is important to train and retrain your team