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UNIT IV
Training and Development
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Training and Development
Training : It is an attempt to improve
current or future employee performance by
increasing an employees ability to perform
through learning, usually by changing theemployees attitude or increasing his or her
skills and knowledge.
Development: refers to the learning
opportunities designed to help employees
grow.
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Difference between T&D
Training is a short term process utilising a
systematic and organised procedure
whereas
Development is a long term education
process utilising a systematic and organised
procedure
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Difference between T&D
Training involves helping an individual
learn how to perform hispresent job
satisfactorily
whereas
Development involves preparing the
individual for a future job and growth of the
individual in all respects.
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Training and Development
The need for T& D can be computed as
follows:
Training and development need = Standard
performance - Actual performance.
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Training Process
Needs assessmenta) Organization support
b) Organizational analysis
c) Task and KSA analysis
d) Person analysis
Needs assessmenta) Organization support
b) Organizational analysis
c) Task and KSA analysis
d) Person analysis
Instructional
Objectives
Instructional
ObjectivesDevelopment of
criteria
Development of
criteria
Selection and design
Of instructional
programs
Selection and design
Of instructional
programs
Training
validity
Training
validity
Transfer
validity
Transfer
validity
Intraorganisa-
Tional validity
Intraorganisa-
Tional validity
Interorganisa-
Tional validity
Interorganisa-
Tional validity
Use of evaluation
models
Use of evaluation
models
Training
Training
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Need Assessment
Diagnoses present problems and future challenges to be metthrough training and development.
Need assessment occurs at two levels
1. Individual when there is performance deficiency-- focus on anticipated skills of an employee
due to change in technology
-- job transfer
2. Group changes in the organization's strategynecessitates training of group of employees
-- low morale and motivation is diagnosed.
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Methods used in Training Need
Assessment
Group Analysis
Organizational goals &
objectives
Skills inventories Exit Interview
Customer satisfaction
data
Individual Analysis
Performance appraisal
Work sampling
Interviews
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Issues in Needs Assessment
Needs assessment, individual or group, should considerseveral issues:
Organizational support when the needs assessment
is carefully designed and supported by the
organization, disruption is minimized and co-
operation is likely to occur.
Organizational analysis seeks to examine the goals
of the organization.
Task and KSA analysis necessary to identify what
task are needed on each job and which KSAs are
necessary to perform these task
Person analysis targets individual employees
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Benefits of need assessment
Trainers may be informed about the broader needs
of the trainees
Trainers are able to pitch their course inputs closerto the specific needs of the trainees
Assessment makes training department moreaccountable and more clearly linked to other human
resource activities.
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Consequences of Absence of Training Need
Assessment
Loss of Business
Constraints on business development
High labor turnover Poor- quality applicants
Undermining career paths
Higher training costs
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Deriving Instructional Objectives
Instructional objectivesprovide the input fordesigning the training programme as well as for the
measures of success (criteria) that would help
assess effectiveness of the training programme.
Example: the employee will be able to smile at all
customers even when exhausted or ill, unless the
customer is irate.
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Designing Training and Development
Programme
Vital issues to be addressed:
Who participates in the programme?
Who are the trainers?
What methods and techniques are to be used?
What should be the level of training?
Where is the programme conducted?
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Methods and Techniques of Training
Training methods are categorized into twogroups:
1. On-the-job methods- refers to methods that areapplied in the workplace.
2. Off-the-job methods- away from the workplace.
Training techniques are the means employed in
the training method. Some of the techniques are
lectures, case studies, role playing etc.
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On-the-job Training (OJT)
Conducted at the worksite, in context of the job. Experienced worker shows a trainee how to work
on the job.
On the Job Training Methods
Job Rotation: employee moves from job to job atplanned intervals.
Apprenticeships: a structured process by whichpeople become skilled workers through acombination of classroom instructions and on-the-
job-training.
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On-the-job Training Methods
Coaching : here the trainee works directly with asenior or with a person he or she is to replace.
Job Instruction Training: many jobs consist of alogical sequence of steps and are best taught step
by step.
Listing each jobs basic tasks, along with the key
point in order to provide step-by-step training for
employees.
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On-the-Job Training
Advantages
No specific facilities
needed
Real life situation/notsimulated
Productivity
Trainee establishes
relations from start
No off-the-job cost
Learning can be
controlled
Disadvantages
Risk to machines and
increase in scrap
Part-time instructormay lack skill in
training
Lack of time due to
pressure of production
Psychological pressure
before experienced
workers
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Off the Job Training Methods
Lecture Discussion Simulation: a technique that duplicates as nearly as
possible the actual conditions that are encountered on
job. Role Play
Case Study: a written description
Vestibule Training: utilises equipment which closelyresemble the actual ones used on the job.
Audio visual based training: when there is a need toexpose trainees to events not easily demonstrable.
Business Games
Sensitivity Training ( Group Dynamics)-gain insight
into own and others behavior
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Off -the- Job Training
ADVANTAGES Relaxed atmosphere,away
from home and work, no
distractions
Specific difficulties are
easier to explore
Test hypotheses and ideas
in low risk environment
Improves morale and
motivation for self-
development
DISADVANTAGES
Cost of external
facilities
Difficulty ofsimulating work
problems
Resistance of trainees
being away from
home(lengthy training)
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Level of Learning
There are three basic level:
1. Lowest level- the employee or potential employeemust acquire fundamental knowledge. Developing a
basic understanding of the field and gettingacquainted with concepts and relationships.
1. Goal of the next level is skill development, oracquiring the ability to perform in a particular skillarea.
1. Highest levelaims at increasing operationalefficiency. Involves obtaining additional experience.
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Conduct of Training
At the Job itself.
On site but not the job eg: training room in the
company Off the site: like college, conference centre.
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Implementation of the training programme
Implementation of training problem beset with certainproblems:
1. Availability of trainer.
2. Scheduling training around the present work, without
disrupting the regular work.
Programme implementation involves:
1. Deciding the location.
2. Scheduling the training programme.
3. Conducting the programme.
4. Monitoring the progress of trainees.
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Evaluation of the programme
Evaluation helps determine the results of the training anddevelopment programme.
The main objectives are:
1. to determine if the programmes are accomplishing
specific training objectives.
2. to determine their cost effectiveness.
3. credibility of training programme is greatly enhanced
when it is proved that the organization has benefited
tangibly from it.
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Evaluating Training Effectiveness
Training effectiveness is the degree to whichtrainees are able to learn and apply the knowledge
and skills acquired in the training programme.
Reaction
Learning
Behavior
Results
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Techniques of evaluation
One approach towards evaluation is to useexperimental (one to receive training) and control
(other not to receive training) groups.
Another method is use of questionnaire before and
after the interview.
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Experimental Exercise
Purpose: The purpose of this exercise is to give youpractice in developing a training programme for thejob of airline reservation clerk for a major airline.
Customer contact our airline reservation clerks toobtain flight schedules, price, and itineraries. Thereservation clerks look up the requested informationon our airlines online flight schedule systems, which
are updated continuously. The reservation clerk mustdeal courteously and expeditiously with the customer,and be able to quickly find alternative flightarrangements in order to provide the customer withthe itinerary that fits his or her needs.
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Alternative flights and prices must be foundquickly, so that the customer is not kept waiting,
and so that our reservations operations group
maintains its efficiency standards. It is often
necessary to look under various routings, since
there may be a dozen or more alternative routes
between the customers starting point and
destination. You may assume that we just hired 30 new clerks,
and that you must create a 3 days training program.
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Please produce the requested outline,making sure to be very specific about what
you want to teach the new clerks, and what
methods and aids you suggest using to trainthem.
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ThankYou