Download - Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENT
UNIT 1-EMPLOYEE TRAINING AND DEVELOPMENT
CONTENT1. Introduction to Employee Training and Development
2. Role of Training In organisation
3. Definition
4. Scope
5. Objectives
6. Benefits
7. Place of Training in Organisational Structure
8. A Training Process Model
9. Difference between Training and Development
1. Continous and perennial activity
2. Stone age Metal Age
3. Gurukul (Residential Training, Apprenticeship)
4. Alwin Tofler “ Only change is permanent”
5. Challenges of LPG
6. Training can contribute to companies’ competitiveness
7. Competitiveness – refers to a company’s ability to maintain and gain
market share in an industry
8. Competitive Advantage
Issues affecting companies and influencing training practices:
1.Customer service
2.Employee retention and growth
3.Doing more with less
4.Quality and productivity
ROLE OF TRAINING
1. Acquire Professional Knowledge, Skill and Attitude
2. Realize the potential
3. Desired Change in Behavior
4. Ready to change
5. Continuous improvement
6. Peaceful work environment
7. Respect
8. Sustainability
9. Competitive Advantage
10.Profitability
Definition“A planned effort by a company to facilitate employees’ learning of job-related competencies”
Other Definitions
Hesseling: “ Sequence of experiences or opportunities desi8gned to
modify behaviour in order to attain a stated objective”
Oatey : “Any actitvity which deliberatelt attempts to improve a person’s skill
at a task”
Nadler: “ Training” which is considered with present job, “Development”
which is concerned with future Job
Flippo: The act of increasing the knowledge and skills of an employee for
doing a particular job
S.No Criteria Training Development1. Focus Technical and Mechanical Skill Conceptual and Analytical Skill
2. Concern Specific Job skill and behaviour
Enhancement of General knowledge and understanding of Non technical organisational function
3. Target Non Managers Managers and Executives
4. Job Current Job Future Job
5. Gain Short Term Long term
6. Period One Time Continuous ongoing process
7. SKill Enhancing Particular Job skill Personal growth and development of overall personality
8. Process Job oriented and vocational in nature
General in nature strive to inculcate initiative, enterprise, creative, dedication and loyalty among executives
9. Motivation Extrinsic Intrinsic
10. Evaluations Easy and essential Difficult to Measure
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT (Lawrence S.Kleiman)
Continuous Learning – requires employees to understand the entire work system including the relationships among:
• their jobs
• their work units
• the entire companyEmployees are expected to:
• Acquire new skills and knowledge
• Apply them on the job
• Share this information with other employeesManagers take an active role:
• in identifying training needs
• helping to ensure that employees use training in their work
FORCES INFLUENCING WORKING AND LEARNING
1. Globalization
2. Need for leadership
3. Increased value placed on knowledge
4. Attracting and retaining talent
5. Customer service and quality emphasis6. Changing demographics and diversity of the work force
7. New technology
8. High-performance models of work systems(Cross Training)
9. Economic changes
THE NEEDS FOR TRAINING
(i) Higher Productivity
(ii) Quality Improvement
(iii) Reduction of Learning Time
(iv) Industrial Safety
(iv) Reduction of Turnover and Absenteeism
(vi) Technology Update
(vii) Effective Management
Human and Social Knowledge:◦ What individuals or teams of
employees know or know how to do
Structured Knowledge:◦ Company rules, processes,
tools, and routines
Explicit Knowledge:◦ Knowledge that can be
formalized, codified, and communicated
Tacit Knowledge:◦ Personal knowledge based
on individual experience◦ Difficult to explain to others
Cognitive Knowledge(know what)
Advanced Skills(know how)
System Understandingand Creativity(know why)
Self-MotivatedCreativity(care why)
Intellectual Capital
SCOPE FOR TRAINING
1. Increased the quality
2. Employee retention
3. Fast customer service
4. Organisational existanece
5. Lifestyle
6. Attitude
7. Continous learning
OBJECTIVES OF TRAINING
1.To train the employee in the company’s culture and ethos2. To prepare both newly recruited and already employed to meet the present and future requirement of the job and organ.
3. In order to improve the work methods that increate the quality and quantity in output
4. To prevent obsolescence
5. To prepare employee to higher level responsibilities
6.To increase the effective and efficiency by updating on latest concepts and techniques
7. To facilitate succession planning (To build up a second line of competent managers)
8. To reduce supervision
9. To reduce wastage and accidents
10.To ensure economical out put with high quality
11.To develop interpersonal relations
12. To foster individual and group morale, positive attitude and cordial relations.
BENEFITS OF TRAINING TO ORGANISATION
1.Improved profitability, Increased productivity and quality of work
2. Helps to cut down cost by increased speed and accuracy and reduced waste and
accidents.
3. Improved job knowledge and skills at all level of organisation
4. Improved the moral of employee
5.Hesps people identity with organl goals
6. Helps to create better corporate image
7. Fosters openness and trust
8. Improves relations between boss and superior
9. Aids in organ development
10. Learns from the trainee (Peer Level learning)
11. Helps orgn to prepare guidelines for work
BENEFITS OF TRAINING TO ORGANISATION (Continued)
11. Provides information of future needs in all areas or organ.
12. Aids to promotion with in
13. Developing leadership skill, motivation , better attitude and other aspects that
successful workers and managers usually display
14. Reduce outside consulting cost by using competent internal consultants
15. Stimulates preventive management
16. Creates a concuce work climate
17. Aids in organisational communication
18. Helps employees to adjust the change
19. Prevents stress, tension and conflicts in work place
BENEFITS TO INDIVIDUALS1. Better decision making and effective problem solving
2. Motivated
3. Give the sense of accomplishment
4. Confidence
5. Better responsibility
6. Improved morale
7.Increase job satisfaction
8. Better recognition
9. Helps to achieve personal goals while improving interactive skill
10. Sense of growth in learning
11. Provide career growth
12. Help to handle job related stress
13. Increased knowledge and skill
14. Helps in eliminating fear in attempting new tasks.
TRAINING DESIGN PROCESS
Conducting Needs
Assessment
Ensuring Employees’ Readiness for
TrainingCreating a Learning
Environment
Ensuring Transfer of Training
Developing an Evaluation Plan
Select Training Method
Monitoring and Evaluating the
Program
TRAINING DESIGN PROCESS
Models of Organizing the Training Department
Faculty ModelCustomer Model
Matrix Model
Corporate University Model
Virtual Model
The Faculty Model
Training Specialty Areas
The Customer Model
Business Functions
The Matrix Model
S a lesTra in in g
Q u a lityTra in in g
Tec h n o log yan d
C om p u terS ys tem s
S afe tyTra in in g
D irec tor o f Tra in in g
Business Functions
MarketingProduction
and Operations
Training Specialty
Areas
The Corporate University ModelTraining
Advantages
Dissemination of Best Practices
Align Training with Business
Needs
Integrate Training
Initiatives
Effectively Utilize New Training Methods and Technology
Historical Training Problems
Excess Costs
Poor Delivery and Focus
Inconsistent Use of Common
Training Practices
Best Training Practices Not
Shared
Training Not Integrated or Coordinated
Leadership Development Programs
New Employee Programs
Product Development Operations
Sales and Marketing
Human Resources
Virtual Model (Virtual Training Organizations)
Virtual training organizations operate according to three principles:
◦ Employees (not the company) have primary responsibility for learning
◦ The most effective learning takes place on the job, not in the
classroom
◦ For training to translate into improved job performance, the manager-
employee relationship (not employee-trainer relationship) is critical
Characteristics of Virtual Training Organizations: A virtual training organization is customer focused
Takes more responsibility for learning and evaluating training effectiveness
Provides customized training solutions based on customer needs
Determines when and how to deliver training based on customer needs
Leverages resources from many areas
Involves line managers in direction and content