employee training & management development

7/29/2019 Employee training & Management development

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Employee training & Management development


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What I hear, I forget.

What I see, I remember.

What I do, I understand.

- Confucius


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Train and they leave you

Do not train and they perish


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Evolution of training

When humans created artifacts, the need for

teaching others how to use those artifacts became

necessary

On-the-job training also called direct instruction or

sit -by-me training - one person showed another

how to do a task was in vogue

Simple work, simple tools & low production


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Training is the acquisition of technology (method of

work) which permits employees to perform theirpresent job to standards

Education is training people to do a different job. Itis often given to people who have been identified asbeing promotable, being considered for a new jobeither lateral or upwards, or to increase theirpotential

Development is training people to acquire newhorizons, technologies, or viewpoints oftenassociated with leadership


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Michael Armstrongs definition of Training

The Systematic Development of the Knowledge,

skills and attitudes required by an individual to

perform adequately a given task or job


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a learning process whereby people acquire

skills, concepts, attitudes or knowledge to aid in

the achievement of goals Mathis and Jackson

the process of aiding employees to gain

effectiveness in their present and future work

Richard Calhoon


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The act of increasing the knowledge and skill ofan employee for doing a particular job

For training to be successful employees

convinced of its utility and effectiveness


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Why?

Provide knowledge and skills required to perform

effectively.

When? New hires (to complement selection)

Change of jobs (e.g., transfer, promotion)

Change to jobs (e.g., new technology; realignment)

Performance deficiencies detected


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Trainingits importance

Improve skills & knowledge morale, mould attitude &

behavior

cooperative, loyal

Job satisfaction lower turnover, absenteeism & grievances

Efficient & economic use of equipment & material minimal

wastage

Meet organizational, & technological changes with

confidence

Investment in human resources good returns


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Trainingits objectives

Updating Skills, Improving Employee Performance,

Improve workplace relations - better teams

Improve organizational problem-solving

Avoiding Managerial Obsolescence

Preparing for promotion and managerial succession

Retaining and motivating employees

Creating an Efficient and effective organization


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Training vs Development - The Difference

Training is focused on individual tasks, also, traininghas a beginning and an end.

Development is the whole person concept. Not onlyteaching them how to do a task -

why we do it - challenging them to figure out a betterway to do it.

give them the tools to work upward through greaterjob and relationship complexities. The job ofdevelopment has no end.


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Acc. to John Maxwell

Training -

we focus on the job

were adding value to

specific things, suchas what their job

description is

helpful for a short time

result of training ischanged performance

Development -

we focus on the

person

we add value toeverything, they

become better in life

helpful for a lifetime

result of developmentis changed lives


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Some common reasons for training

Poor performance (without analysis)

Theyre not performing, therefore they must need

training

Fad - Everyone else is doing it Reward - They deserve it

Habit - Weve always done it. Besides, we have a

budget for it


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The Training Process

Step 1

Conduct trainingneeds analyses

Step 2

Develop training

objectives

Step 3

Review available

training methods

Step 5

Design training

evaluation approach

Step 6Implement

training program

Step 7

measure training

results

Step 4Design/select

training methods


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Learning - the process of acquiring or developing:

- knowledge and understanding

- changes in skills and behavior

- it is a covert activity whereas training is an overt

activity


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Principles of learning

Readiness - physically, mentally, and emotionally ready

Exercise - practice and repetition at regular intervals

Effect based on emotional reactions, law of effect

Primacy first impressions are strong

Recency things learnt last are remembered

Intensity Practical demonstration and application

enhance retention


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Problems in learning can be reduced by

Increasing similarity between training and job

Providing maximum experience with the task beingtaught

Ensuring that general principles are understood

Ensuring that training is rewarded on the job

Designing a training program that can win employeeconfidence

Modifying training programs to incorporate the latest

advancements


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Factors determining the type of training

Organizational culture

Learning principles

Content of the program

Time factor Cost effectiveness

Preferences and capabilities of employees and trainers


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1Needs Assessment

Organizational Analysis Person Analysis

Task Analysis

Ensuring Employees readiness for Training

Attitudes and Motivation Basic Skills

Creating a Learning Environment

Identification of learning objectives and training outcomes

Meaningful material

Practice

Feedback

Observation of others

Administering and coordinating program



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Ensuring Transfer of Training

Self-management strategies

Peer and manager support

Selecting Training Methods

Presentational Methods Hands-on Methods

Group Methods

Evaluating Training Programs

Identification of training outcomes and evaluation design.Cost-benefit analysis



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Needs Analysis

Organizational Analysis

Person Analysis

Task Analysis

employee training & management development

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