empolyee training

8/8/2019 Empolyee Training

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EMPOLYEE TRAINING


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Meaning and Definition

Training is the act of increasing the

knowledge and skill of an employee for doinga particular job

Training provides technical skills andknowledge for a definite purpose

Michael Jucious, training is any process bywhich the aptitudes, skills and abilities ofemployees to perform specific jobs areincreased.


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Training

Pts of distg Development Training Education

1. NatureP

ractical Theoretical Both2. Contents Job-related General Career-

oriented

3. Participants Non- Both Managers

managers

4. Duration Short Long Continuous

5. Cost paid By the By the Govt. By both

employer and individual


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Benefits of Training To Organisation

Leads towards more positive attitudes towards profitorientation

Improves the job knowledge and skills at all levels ofthe organisation

Improves the moral of the workforce

Helps people identify with organisational goals

Helps create a better corporate image Fosters authenticity, openness and trust

Improves the relationship between boss andsubordinate


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Helps to prepare guidelines for work

Aids in understanding and carrying outorganisational policies

Organisation gets more effective decision-making

and problem solving

Aids in developing leadership skill, motivation,loyalty, better attitudes, and other aspects that

successful workers and managers usually display

Aids in increasing productivity and work quality


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Helps keep cost down in many areas, like

production, personnel, administration, etc. Develops a sense of responsibility to the

organisation for being competent and knowledgeable

Creates an appropriate climate for growth,

communication

Helps employees adjust to change

Aids in handling conflict, thereby helping to prevent

stress and tension


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Benefits of Training ToIndividual Employees

Helps the individual in better decisions and effectiveproblem solving

Through training and development, motivationalvariables of recognition, achievement, growth,responsibility and advancement are internalised andoperational

Aids in encouraging and achieving self-developmentand self-confidence

Helps a person handle stress, tension, frustrationand conflict


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Benefits of Training ToIndividual Employees

Provides information for improving leadership

knowledge, communication skills andattitudes

Increases job satisfaction and recognition

Provides the trainee an avenue for growth

and understanding the future needs Develops a sense of growth in learning

Helps eliminate fear in attempting new tasks


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Benefits of Training ToIntra andIntergroup Relations andPolicyImplementation

Improves communication between groups and individuals

Orientation for new employees and those taking new jobs

through transfer and promotion Information on governmental laws and administrative

policies

Improves interpersonal skills

Make organisational policies, rules and regulations viable Improves morale

Builds cohesiveness in groups

Provide a good climate for learning, growth and

co-ordination


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Focus Areas

Leadership Development

Customer Awareness

Employee involvement /Motivation

Innovation

Process improvement

Change management.

Cross cultural awareness


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Stages in Training

Stage I Stage II Stage III Stage IVNeed

Assessment Program

DesignImplementation Evaluation


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Stage IAssessment of Training Needs

Organisational Analysis Departmental Analysis

Job/Role Analysis

Employee Analysis


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Assessment Methods

Organisational requirements/weakness

Departmental requirements/weakness

Job specifications and employee specifications

Identifying specific problems

Anticipating future problems

Management requests

Observations

Interviews Group conferences

Questionaire surveys

Test or Examinations

Checklists

Performance appraisals


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Training content for Different

Categories of Employees

Supervisory Training

Sales Training Clerical Training

Learning and teaching


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Stage II

Designing the Training Programme

Who are

the Trainees

Who are

the Trainers

What methods

And

Techniques

What should

Be theLevel of

Training

What

PrinciplesOf

learning

Where to

ConductThe

Programme


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Learning Principles

Employee Motivation

Recognition of individual differences

Practice opportunities

Reinforcement

Knowledge of Results

Goals

Schedule of Learning Meaning of Material

Transfer of Learning

Individual Differences


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Characteristics of Training

Adaptability

Sincerity Sense of Humor

Interest

Clear Instructions Individual Assistance

Enthusiasm


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Techniques/Methods of TrainingImportant techniques of

Training

Off-the-jobstechniques

On-the-jobstechniques

Coaching/Counseling

Job Rotation

Apprenticeship

1962

On-the -job

Classroom Method

Programmedinstruction

Role Plays

Internship

Business game

Sensitivity training

Simulation/Vestibule

Incident

Conference/Discussion

Lectures


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Training Aids

Films, Slides, Projectors, Movies, Stills.

Charts, Graphs, flash cards, Flannel Boards,pictograms

Pamphlets, Brochures, Handbooks, Manuals.

Libraries and readings rooms.

Teaching Machines, closed circuit TV

Exhibits, posters and displays.

Notice boards, bulletins boards, enlarged drawings

Cartoons, comic books, books.


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Evaluation of Training Programme

Reactions

Learning Job behavior

Organisation

Ultimate Value

General observations

Performance test

Cost-value Relationship

Feedback


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Training

Evaluation

In evaluating training programme, measures of change fall out

four categories: Reaction: how do participants feel about the programme?

Learning: to what extent the trainees learned what wastaught to them?

Behavior: what on-the-job changes in behavior occurbecause of attendance at the programme?

Results: to what extent have cost-related behavioraloutcomes (e.g. quantity & quality improvement, absenteeismreduction, etc.) resulted from the training?


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Special Aspects of Training

Orientation Training

Basic Skills Training Team Training

Diversity Training


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E-Learning

Is the use of Internet or an organisationalintranet to conduct training on-line. Many

organisations use e-learning.


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Barriers to Effective Training

Management Commitment is lacking and

uneven Aggregate Spending on Training is

Inadequate

Gap between Educational and Operatiopnal

Skills

Poaching of Trained employees


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Training at Godrej

GALLOP structured organised Inductionprogramme, rotated between deptts. Hands on

experience in rural markets

The Young Executive Board (YEB): similar to boardof Directors, access to all informationdocumentation- strategy, OD, Bottoms-up approach.

Mentoring by Business Leaders: by senior mgt. forprofessional knowledge.

Reverse Mentoring: CEO and Senior Mgt. learntfrom junior staff. Adi Godrej- IT


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Training at Godrej

Reverse Mentoring: 2001 , Godrej Agrovet- 8member team called Red and Blue teams of young

employees- aim to come up with recommendationsand strategies for future growth of their divisions, in3-4 months they present the plan to a 3rd team calledPlum Team of senior managers of respectivebusiness and they take the best suggessions.

Spark: :Train the Trainers programmes formanagers to become successful coaches. A Delhibased HR Consultants conducted this programme.


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Training at Godrej

E-gyan :2002- self learning initiative Satyam

Education Services Ltd. was the content provider for

e-gyan an online quiz was conducted for gyan

parivartan through the use of personal computers.

Interpersonal Effectiveness and Negotiation Skills

conducted in Jan 2003 for officer level to understand

the commercial negotiation for a good business deal.

English Learning training for workers was conducted

in 2003 they took instructions in Hindi and Marathi.


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Training at Godrej

BPO Training- upstream training for call

centre at Lawkim in- house training

Drawbacks:

No measurement of techniques and its

effectiveness

Lot of time involved

empolyee training

Documents