An HRM presentation on

Training & Development

 What is Training & Development??
Generally the terms are used as though they are synonymous
but there are differences in context and techniques of
employee Training and Development
Training
Training is the act of increasing the knowledge and skills of an
employee for doing a particular job. It imparts specific skills for
specific purposes. It is mainly Job-Oriented. Training is given to
both old and new employees throughout their stay in the
organization
Development
Development includes the process by which managers and
executives acquire not only skills and competency in their
present jobs but also capacities for future managerial positions.
 Needs & Benefits of Training
1. It helps in increasing the quantity and quality of output
2. It helps each individual member to utilize and develop his/her full
potential
3. Employees feel that they are being taken care of by the
management, and this leads to an increase in their morale
4. By training the worker is enabled to make the most economical
and best use of the materials and equipment. This results in
reduced cost of production.
5. As trained employees need less supervision, supervisor can
increase his span of management. This results in reduced cost of
supervision.
6. As managers are exposed to latest concepts, information and
techniques, they become better qualified. By this, they increase
their market value and earning power.
7. It ensures long term stability and flexibility in the organization.
Types of Training Programmes

Training programmes designed by the

organizations are primarily of the
following 3 types:
1. Job training
2. Refresher training
3. Promotional training
Job Training
Purpose is to increase knowledge of workers about the jobs with which
they are concerned so that their efficiency & skill of performance are
improved. In this workers learn correct methods of handling machines
and equipment, avoiding accidents, etc.
Refresher Training
With passage of time employees may forget some of the methods or
some methods become out-dated because of technological
development. Hence refresher training is arranged for existing
employees to enable them to refresh & improve their knowledge
Promotional Training
When existing employees are promoted in an organization, they are
required to shoulder new responsibilities. For this they require training
so that they may not experience any difficulty to shoulder the
responsibilities of the new position to which they have been promoted.
 NEEDS ASSESSMENT

1. The first step in the training process is to assess the need for
training the employees.
2. The need for training could be identified through a diagnosis
of present and future challenges and through a gap between
the employee’s actual performance and the standard
performance.
3. The needs assessment can be studied from two perspectives:
Individual and group.
4. The individual training is designed to enhance the individual’s
efficiency when not performing adequately, whereas the
group training is intended to inculcate the new changes in
the employees due to a change in the organization’s strategy.
 SETTING OBJECTIVES

1. Once the needs are identified, the objectives

for which the training is to be conducted are
established. 
2. The objectives could be based on the gaps
seen in the training programmes conducted
earlier and the skill sets developed by the
employees.
 DESIGNING THE TRAINING
PROGRAMME

1. The next step is to design the training programme in

line with the set objectives.
2. Every training programme encompasses certain issues
such as: Who are the trainees? Who are the trainers?
What methods are to be used for the training? What
will be the level of training? etc.
3. Also, the comprehensive action plan is designed that
includes the training content, material, learning
theories, instructional design, and the other training
requirements.
 IMPLEMENTATION OF TRAINING
PROGRAMME

1. Once the designing of the training programme is

completed, the next step is to put it into the action.
2. The foremost decision that needs to be made is where
the training will be conducted either in-house or
outside the organization.
3. Once it is decided, the time for the training is set along
with the trainer who will be conducting the training
session.
4. Also, the trainees are monitored continuously
throughout the training programme to see if it’s
effective and is able to retain the employee’s interest.
 EVALUATION OF TRAINING
PROGRAMME

1. After the training is done, the employees are asked to give

their feedback on the training session and whether they felt
useful or not.
2. Through feedback, an organization can determine the weak
spots if any, and can rectify it in the next session.
3. The evaluation of the training programme is a must because
companies invest huge amounts in these sessions and must
know it’s effectiveness in terms of money.

Thus, every firm follows the series of steps to design an effective

training programme that serves the purpose for which it was
intended.
 LEARNING
POTENTIAL/SCOPE
OF AN
INDIVIDUAL/TRAINEE
 1) Identify and quantify the
capabilities that are holding you
back
• Executives should calculate the
Capability performance improvement—
with regard to increased
Building revenues and margins,
productivity improvements, cost
savings, or other tangible
measures—that should result
from building these capabilities.
 • Invest in experiential programs and
other adult-learning techniques
• These programs include boot camps
(an immersion classroom-learning
experience combined with
How to fieldwork), simulations and
enhance roleplaying games that provide
exercises for practicing a new skill,
capabilities and e-learning (self-paced modules
that individuals can complete at
of their own pace on their computers).
employees? • They allow participants to
experiment with new ideas in a risk-
free atmosphere and to test-drive
tools and processes before using
them in their daily work.
 MANAGEMENT DEVELOPMENT
PROGRAMME

The Management Development Programme (MDP) is uniquely

designed to build the capacity to lead an organisation into the
future.
It challenges the views about management, expand horizons,
and enhance the understanding of the relevance and role of
managers in today’s organisations.
The MDP provides with an opportunity to refocus, to immerse
oneself in the latest thinking about best practice in
management, and provide with personal and professional tools
to strengthen the effectiveness as a manager and leader.
 TECHNIQUES OF MANAGEMENT
DEVELOPMENT PROGRAMME
On-the job techniques
1. Apprenticeship training
2. Coaching
3. Understudy programme
4. Job rotation

Off-the job techniques

5. Special lectures
6. Role playing
7. Case studies
8. Simulation
9. Sensitivity training
 ON-THE JOB TECHNIQUES
1. Apprenticeship Training:- This is generally given to the people that
require a long-term learning before they actually gain the
proficiency in their respective disciplines.
2. Coaching:- Under this method, the superior gives instructions to the
employees to perform a job. It is one-to-one training designed for
the employees where they can find answers to their queries through
the instructions and demonstrations given by the superiors.
3. Understudy Programme:- Here, the superior gives training to the
employees as an understudy or an assistant who is likely to perform
a superior’s job in case of vacancy arising out of superior’s
retirement, transfer, promotion or death.
4. Job-Rotation:- Under this, an employee is often shifted to other
related jobs, with the intention to make him well versed with other
job back-grounds. This helps him to escape the boredom caused by
performing the same kind of work again and again and also helps in
developing a rapport with other people in the organization.
 OFF-THE JOB TECHNIQUES
1. Special Lectures:- This is also called as classroom training wherein
the employees are given lectures about the job requirements and
the necessary skills required for implementing the job.
2. Simulation:- This is one of the most common method of training
wherein the employees learn techniques that are alike, and which
they would use in the actual work environment.
3. Case Studies:- Under this, trainees are given a situation or a
problem in the form of a case study, and are required to solve it as
per their learning from the training program.
4. Role playing:- Under this, the trainees assume roles and enact as
per the given situations. Employees act as if, they’re facing the
situation and have to solve it without any guidance.
5. Sensitivity Training:- It is about ensuring that everyone in
the workplace is respected and treated appropriately, regardless of
who they are. It also involves learning to be respectful and consider
the perspectives of others.
 Evaluating the Training Effort

OBJECTIVE

• To measure Participant’s reaction to training

program

• To measure learning of the trainees

• To measure change in job behavior

• To measure result from training program

 Designing the Study
• Time Series Design

X-axis: Training
Period
Y-axis:
Performance
 Controlled Experimentation

• A controlled experiment uses both a training group and a

control group that receives no training. Data (on quality of
sales or quality of service) is obtained both before and after
the group is exposed to training and before and after a
corresponding work period in control group.
• This makes it possible to determine the extent to which any
change in the training group’s performance resulted from
the training, rather than from some organization wide
change like a raise in a pay.
Sample Training evaluation form
TRAINING
AT
GOOGLE
 EMPLOYEE TRAINING AT GOOGLE
Google’s HR management use different types of need analysis such as
organizational analysis, work analysis and cost benefit analysis.
1) Organisational analysis identifies new human resources needs based
on firm’s current situation.
For example in developing new products and investing in new business
google conducts organisational analysis to determine corresponding
human resource requirements
2) Work analysis determines the specific requirements to fulfil the task.
Google applies work analysis on new jobs or when organisational
restructuring has just occurred
3) Cost benefit analysis determines the practicality of training programs
and activities

GOOGLE’S HRM objective in using this type of analysis is to maximise the

benefits achieved through training programs.
 PROGRAM DESIGN
• Google’s HR management uses a combination of the relational
model and the results-oriented approach for training program
design.
• The relational model focuses on the relationship of the
company with employees.
• Google maintains positive internal relations to foster employee
participation in creative and innovative processes.
• The results-oriented approach focuses on training outcomes.
For example, in implementing a training program, Google uses
this approach to facilitate employees’ learning.
• Thus, the relational model optimizes relations among
employees, while the results-oriented approach ensures that
Google’s human resources are effective.
 DELIVERY
• Google’s human resource management delivers training
programs in various ways, such as discussions, simulations and
on-the-job training.
• Discussions enable Google to maintain rich communications
involving employees.
• With rich communications, training programs also benefit
through maximum feedback from the trainees.
• The company uses simulations to facilitate creative responses.
• Simulations empower Google’s employees to understand the
details of work tasks, projects, and products.
• The company’s HRM uses on-the-job training to maximize the
transfer of knowledge to new hires or interns.
• Many of these interns are absorbed into Google’s organization.
 EVALUATION
• Google has summative and descriptive purposes in
evaluating training programs.
• The summative purpose is to determine the effectiveness
of the program in developing human resources.
• The descriptive purpose of evaluation is to understand the
effects of the training on employees.
• Google’s human resource management uses evaluation
variables like trainees’ learning and reactions, and the
results of training programs in terms of changes in human
resource knowledge, skills, and abilities.
 REFERENCES
1. http://panmore.com/google-hrm-training-perf
ormance-management
2. Human Resource Management by Manmohan
Joshi – an e-book from www.bookboon.com
3. https://
businessjargons.com/training-process.html
4. Human Resource Management by Pearson
5. https://www.mckinsey.com/~/media/mckinsey
/dotcom/client_servicemckinsey%20capability
%20building/pdfs/four_top-team_imperatives
_for_capability_building.ashx