Training and Development

The Gap Concept

Expected Curve

1,000 Cars Gap

Performance/ 200 Cars
Actual Curve
Results
800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
• Training is a systematic process through which an
organization’s human resources gain knowledge and
develop skills by instruction and practical activities
that result in improved corporate performance.
Training is the formal and systematic modification of behavior through learning which
occurs as a result of education, instruction, development and planned experience.
• Its a short term process.• Refers to instruction in technical and mechanical problems•
Targeted in most cases for non-managerial personnel• Specific job related purpose

Development is any learning activity, which is directed towards future, needsrather

than present needs, and which is concerned more with career growththan immediate
performance.
• It is a long term educational process.• Refers to philosophical and theoretical
educational concepts• Managerial personnel• General knowledge purpose
DR. PRIYANKA AGARWAL
 Need For Training
1. New candidates who join an organization are given training. This training
familiarizes them with the organizational mission, vision, rules and regulations
and the working conditions.

2. The existing employees are trained to refresh and enhance their knowledge.

3. If any updations and amendments take place in technology, training is given

to cope up with those changes. For instance, purchasing new equipment,
changes in technique of production, computer impartment. The employees are
trained about use of new equipments and work methods.

4. When promotion and career growth becomes important. Training is given so

that employees are prepared to share the responsibilities of the higher level job.
The purpose of training and development can be explained as follows.
1. Improving quality of work force :- Training and development help companies to
improve the quality of work done by their employees. Training programs concentrate on
specific areas. There by improving the quality of work in that area.

2. Enhance employee growth :- Every employee who takes development program

becomes better at his job. Training provides perfection and required practice, therefore
employee’s area able to develop them professionally.

3. Prevents obsolescence :- Through training and development the employee is up to

date with new technology and the fear of being thrown out of the job is reduced.

4. Assisting new comer :- Training and development programs greatly help new
employees to get accustomed to new methods of working, new technology, the work
culture of the company etc.
5. Bridging the gap between planning and implementation :- Plans made by
companies expect people to achieve certain targets within certain time limit with
certain quality for this employee performance has to be accurate and perfect.
Training helps in achieving accuracy and perfection.

6. Health and safety measures :- Training and development program clearly

identifies and teaches employees about the different risk involved in their job,
the different problems that can arise and how to prevent such problems. This
helps to improve the health and safety measures in the company.
• Training: enhances the capabilities of an employee to perform
his or her current job
• Examples for a bank teller:
– Training program to correctly identify counterfeit
currency
– Training program in the bank’s new computer
system used by tellers to process customer’s
transactions
 Types

• Skills Training: Training in basic skills ex: writing,

computing, problem solving, working as part of team.
• Refresher Training: Latest Developments in a
particular field, the company may keep its employees
up to date and ready to take on emerging challenges.
• Cross Functional Training: Involves training
employees to perform operations in areas other than
assigned jobs.
• Team Training: Covers two areas
-Content tasks: specify the team’s goals .
-Group Processes: reflect the way members interact with
each other, how they sort out differences etc.
• Creativity Training: Titan Industries, Wipro
encourage the employees to generate new ideas.
• Diversity Training : Instituting a variety of programs
to instill awareness, tolerance, respect, and acceptance
of persons of different race, gender, etc. and different
backgrounds.
The Training and Development (T&D)
Process
Determine T&D Needs

Establish Specific
Objectives

Select T&D Method(s)

Implement T&D Programs

Evaluate T&D Programs

Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment

Task Need Assessment

Development of Design & Select Measure Training
Training Objectives Procedures Results

Development of Train Compare Results to

Criteria for Training Criteria
Evaluation
Feedback
 Training Wheel in Training Needs Analysis and Evaluation
ORGANIZATION NEEDS by Frances and Roland Bee
HOW?
Collecting, analyzing
and presenting data for
•Reaction level What are
•Immediate level
the HOW?
•Intermediate level
•Ultimate level business •Performance reviews
•Cost/benefit needs? •Testing and assessment
•Succession planning
•Employee career objectives
What are the
Is the training effective in
performance needs?
meeting business
Which are best met
needs?
by training?

Development & Delivery PEOPLE

What precisely is the

What is the performance gap?
training plan?

OW?
What are the
sembling and prioritizing information.
eparing and monitoring training plans
training decisions?

HOW?
Preparing a job specification
Analysing the performance gap
TRANSLATING TRAINING
NEEDS INTO ACTION
HOW?
Deciding on format or informal training.
Preparing a training specification.
Deciding to make or buy training.
DR. PRIYANKA AGARWAL
Choosing a training supplier.
 Training Need assessment
• It forms the basis for structured training and identifies current
work-based shortfalls or problems in performance standards
that may be able to be resolved through training.

• TNA identifies the difference between the standard of

performance being achieved, and the standard of performance
required - the ‘training gap’ - with the aim of raising the
quality and productivity of output
 Training Process
1 Training Need Organizational 1 How training will assist to
Assessment Analysis achieve organization goals?
2 What cost is expected and what
is benefit to the organization?

Task Analysis 1 What are job responsibilities and

duties?
2 What knowledge and skills are
required to increase work
performance?
Person Analysis 1 What is trainee's skill and
knowledge level?
2 Which learning style trainees
prefer?
 • A TNA is the process to determine whether training to
address a performance gap is necessary.

• Training might be appropriate when the performance

issue is a “can’t do” issue:
– Poor performance (resulting from a knowledge or skill
deficiency).
– Lack of basic skills (writing, technology, math skills).
– Policies requiring new knowledge or skills.
– New technology.
– A customer request for new products or services.
– Higher performance standards.
– New jobs.

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 Training Need assessment

1. Organizational Analysis: Involves a study of organizational

objectives, resources, utilization of these resources.

– To align training with business strategy and

to ensure there are resources and
managerial support for training.
2. Task or role Analysis: examination of a job ,its
components, conditions under which it is performed
-job description
-Job specification
• Focus is on the roles played by an individual and the
training needs to perform such roles
 Person/Learner Analysis
The person/learner analysis involves:
– Determining whether performance deficiencies result from a
lack of knowledge, skill, behavior or ability (a training issue) or
from a motivational or work design problem.
– Identifying who needs the training
– Determining readiness for training: basic skills, motivation, self-
efficacy.

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 TNA Data-Gathering Methods

• Observation • Interviews

• Questionnaire • Document Review

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A careful analysis of the data collected from each source is required to clearly
show:

• The job

• The desired standards of performance in each job

• The performance standards of the individual or group

• The skills, knowledge and attitudes of individuals or groups carrying out

their jobs relative to the work being performed and

• Whether differences in performance standards or shortfalls in knowledge,

skills or attitudes can be overcome through training.
 Identify Training Objectives
• Training objectives answer the question: What will employees be
able to do as a consequence of the training?
Objectives :
» Innovative
» Problem Solving
» Regular
Location Based Training
•In – Company
•Off – Company
Presence Training
•On – the Job Training Methods
•Off – the Job Training Methods
Management Level Training
•Top level
•Middle level
•Low level
Person Based Training
•Workers
•Supervisors
•Management
Knowledge - Based Training
•Technical
• Non – Technical
Function – based Training
•Production
•Marketing
•Finance
•Personnel
 Training Methods
1. Job Instruction Training:
 overview of job is given to trainers, its purpose and desired
outcomes
 Trainer demonstrates the job
 Employee is permitted to copy the trainer’s way
 Employees does the job without supervision.
2.Coaching :
1. Understand the participant’s job, the knowledge, skills, and
attitudes, and resources required to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to
be achieved
3. Mutually arrive at a plan and schedule
4. At the job, show the participant how to achieve the objectives,
observe the performance and then provide feedback

•Coaching is task oriented. The focus is on concrete issues, such as managing more

effectively, speaking more articulately. This requires a content expert (coach) who is
capable of teaching as how to develop these skills
3.Mentoring:is an ongoing relationship that is developed between a
senior and junior employee. Mentoring provides guidance and clear
understanding of how the organization goes to achieve its vision and
mission to the junior employee.

• mentor identifies the problem, weakness, and the area that needs to
be worked upon, the mentor can advise relevant training

•Mentoring is relationship oriented. It seeks to provide a safe environment where the

mentee shares whatever issues affect his or her professional and personal success.
Although specific learning goals or competencies may be used as a basis for creating the
relationship, its focus goes beyond these areas to include things, such as work/life
balance, self-confidence, self-perception, and how the personal influences the
professional.
4. Job Rotation: This type of training involves the movement of the trainee
from one job to another.
• The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignments.
• Ex: Job rotation method has been using in the Indian banking sector
mainly by State bank group for the probationary officers for a period of
approximately 2 years to finally post them as assistant bank manager.
• Under this method of training candidates are placed in each and every job
starts from clerical job, assistant, cashier and managerial job for the
purpose of knowing importance in nature of every job before handling Asst
bank manager position.

DR. PRIYANKA AGARWAL

5. Apprenticeship training: method of training in technical
areas and crafts and trades where the skills of the job are
learnt over a long period of time. The trainees serve as
apprentices to experts for long periods
- The industrial training institutes (ITI) provide this kind of
training in India.

6. Internships
• Advantages of On-the-Job Training: 
It is directly in the context of job
• It is often informal
• It is most effective because it is learning by experience
• It is least expensive
• Trainees are highly motivated
• It is free from artificial classroom situations
• Disadvantages of On-the-Job Training: 
Trainer may not be experienced enough to train or he may not be so inclined.
• It is not systematically organized
• Poorly conducted programs may create safety hazards.

•
• Lectures/Conferences:- This approach is well adapted to convey
specific information, rules, procedures or methods. This method is
useful, where the information is to be shared among a large number
of trainees. The cost per trainee is low in this method.

• Simulation Exercise: - Any training activity that explicitly places the

trainee in an artificial environment that closely mirrors actual
working conditions can be considered a Simulation. Simulation
activities include case experiences, experiential exercises, vestibule
training, management games & role-play.
Vestibule training
•In this method a training centre which is known as vestibule is set up where real job
conditions are created and expert trainers train the new employees with equipment and
machines that a identical with the ones that employees will be using at their work place.
• This allows the trainees to concentrate on their training because there is no noise of the
real work place.
•As the same time the interest of the employee remains quite high as real work place
conditions are simulated in this training. It also saves new employees from a possible
injury or any damage to the machines at the real work place.
•Vestibule training is beneficial for training a large number of employees in a similar type
of job.
•But vestibule training involves the lot of expenditure as experts trainers along with the
class room and equipment are required to simulate the real work place environment
which is very difficult to create
• Management Games: -  Properly designed games help to ingrain
thinking habits, analytical, logical and reasoning capabilities,
importance of team work, time management, to make decisions
lacking complete information, communication and leadership
capabilities.

• Case Study:A case study allows the application of theoretical

concepts to be demonstrated, thus bridging the gap between theory
and practice, encourage active learning, provides an opportunity for
the development of key skills such as communication, group
working and problem solving.
• Experiential Exercises: - are usually short, structured learning experiences
where individuals learn by doing. For instance, rather than talking about
inter-personal conflicts & how to deal with them, an experiential exercise
could be used to create a conflict situation where employees have to
experience a conflict personally & work out its solutions.
• In-Basket Exercise: - Also known as In-tray method of training. The
trainee is presented with a pack of papers & files in a tray containing
administrative problems & is asked to take decisions on these
problems & are asked to take decisions on these within a stipulated
time.

• Role Play: - Its just like acting out a given role as in a stage play. In
this method of training, the trainees are required to enact defined
roles on the basis of oral or written description of a particular
situation
• Sensitivity Training: Sensitivity training is also known as laboratory
or T-group training. This training is about making people understand
about themselves and others reasonably, which is done by
developing in them social sensitivity and behavioral flexibility.

• It reveals information about his or her own personal qualities,

concerns, emotional issues, and things that he or she has in
common with other members of the group.
 Training Process

3 Training Material and Posters and Charts

Implementati Equipment Whiteboard/Projector
on

Trainee's 1. Contains Information on Training

Manual Content
Trainer's Contains information given in
Manual trainee's manual and instruction on
how to deliver

Facilities 1. computer/furniture/training
room

Trainer 1. Who will deliver the training?

2. Trainer's qualification,
experience, expertise and
background
 Evaluation of Traning Programme

• Reactions :
• Learning: Quantity of content learned and time taken for it.
• Job Behaviour : extent to which the trainee has applied his
learning to his job.
• Ultimate value
 Training Process

4 Training Reactive 1. Did the trainees find the training

Evaluation interesting (Questionnaires)?
Immediate feedback response on
training

Learning 1. Did the trainees have made

advancement in knowledge and skills
(written test)?
Behavior 1. Is trainee behaving in different way
after receiving training (performance
appraisal)
Results 1. Is organization/unit performing
better (Quality/Productivity/Cost/
Profit/Morale/Work environment/team
work

Source: Blanchard, P. & Thacker, J: Effective Training, Systems, Strategies, and Practices
(3rd Edition, 2007)
 Methods Of Evaluation

• Questionnaires
• Tests
• Interviews
• Cost Benefit Analysis
• Feedback
 Training Methods

Training Orienting new Special skills Safety Creative Sales,

Method employees, training education technical and administrative
introducing professional and
innovation education managerial
education

On the job
Orientation Yes - - - -
training
Job Instruction Yes Yes - - -
training
Apprentice Yes Yes - - -
training
Internship - Yes - Yes Yes
Job rotation Yes - - - Yes
Coaching - Yes Yes Yes Yes

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 221
 Training Methods
Training Orienting new Special skills Safety Creative Sales,
Method employees, training education technical and administrative
introducing professional and
innovation education managerial
education

Off the job

Vestibule Yes Yes - - -
Lecture Yes Yes Yes Yes Yes
Films Yes Yes Yes Yes Yes
Conference Yes - Yes Yes Yes
Case Study - - - - Yes
Role Playing - - - Yes -
Simulation Yes Yes Yes Yes -
Programmed Yes Yes Yes Yes -
Instructions

Laboratory - - Yes Yes -

Training

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 218