group 10, hr t&d

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Training Need Analysis &Training Need Analysis &

Experiential Training MethodsExperiential Training Methods

Training Need Analysis &Training Need Analysis &

Experiential Training MethodsExperiential Training Methods

Group 10Group 10Chandana PChandana P

Nilesh YadavNilesh Yadav

Archis Raul Archis Raul

Tushar DugadeTushar Dugade

JagdeeshJagdeesh

An attempt to improve current or future employee performance by An attempt to improve current or future employee performance by

increasing an employee¶s ability to perform through learning, usually byincreasing an employee¶s ability to perform through learning, usually by

changing the employee¶s attitude or increasing his her Technical, socialchanging the employee¶s attitude or increasing his her Technical, social

skills and knowledge.skills and knowledge.

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TrainingTraining

� Permits employees to perform their

present job to standards.

� It is the installation of new equipment

or techniques. so to promote versatility,

adaptability, efficiency, and to reduce

accidents.

� Training is a short duration activity.

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� Learning Activity directed towards future,

needs rather than present needs.

� Is a continuous process for Career growth

than immediate performance

� Is the need to enhance competencies for

example: Values & Ethics, Sources of

Enthusiasm.

� Is for change of individual in systematic,

organized, and successive way and are

thought to serve an adaptive function.

DevelopmentDevelopment

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Benef its Of Training & Development

Benef its Of Training & Development

To the Company

� Increase efficiency and produtivity.

� R educes supervision.

� R educes accidients and wasteage.

� R educes absenteesim and turnover.� Assists new comers.

� Information about Firm's Policies and Programmes.

� Other Benefits It develops better labour relations, increases loyalty towards the

firm. Facilitates introduction of new techniques.

To Employees� K nowledge and Skills.

� Confidence in Employees.

� Positive Attitude.

� Chances for Promotion.

� R efreshing.� High R ewards.

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Steps in Training Process

Steps in Training Process

Conducting Need

AssessmentEstablishing Goals &Designing Training

Programme

Creating a Learning

Environment

Select Training

Method

Developing an

Evaluation Plan

Implementation,

Monitoring andEvaluation

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1.Training Need Assessment

1.Training Need Assessment

Assessment helps diagnose the causes of performance deficiency in

employees. Causes require remedial actions. certain specific benefits of

needs assessment are

� Trainers may be informed about the broader needs of the training group and

their sponsoring organizations.

� The sponsoring organizations are able to reduce the perception gap between

the participant and his or her boss about their needs and expectations from the

training programmes.

� Trainers are able to pitch their course inputs closer to the specific needs of

the participants.

Training & Development need= standard performance-Actual Performance

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Assessment MethodsAssessment MethodsGroup or Organisational Analysis Individual Analysis

� Organizational goals and objectives. � Performance appraisal

� Personnel/skills inventories � Work sampling

� Organizational climate indices(turnover ratios, Absenteeism,attitude

towards work and company policies etc.

� Interviews

� Efficient indices � Questionnaires

� Exit interview � Attitude Survey

� MBO or work planning systems � Training Program

� Quality Circles � R ating Scales

� Customer survey/ Satisfaction data

� Consideration of current and projected

changes

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Individual Analysis Factors & Critical Prof iciencies for each f actors

Factors Sample Prof iciencies

Mental/ Emotional

Stability

Freedom from mental disorder, emotional stability, self control, self

confidence

Performance under

stressful conditions

Ability to perform under threat to life stress, performance under

stressful conditions, flexibility and adaptability, ability to cope with

limited personal stress

Group living skills Group living and interaction skills, adaptability to crew diversity, multi

cultural adaptability

Teamwork skills Teamwork skills such as conflict resolution and cooperation, priority of

team over personal goals, follower ship skill

Family issues Ability to cope with prolonged separation from family and friends

Motivation Achievement motivation, intrinsic work motivation, perseverance, goal

orientation

Judgment/DecisionMaking

Exercising sound judgment, situational awareness and vigilance

Conscientiousness R esponsibility, attention to detail, integrity

Communication skills Interpersonal Communication skills

Leadership

Capability

Team Leadership, effective resource Management, accountability

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Once training needs are assessed, training and development goals must

be Established which have to be SMART. Every training and development

programme must address certain vital issues

Who participates in the programme?Who are the trainers?

What methods and techniques are to be used for training?

What should be the level of training?

What learning principles are needed?

Where is the program conducted?

2. Establishment of Training Goals &2. Establishment of Training Goals &

Designing Training ProgrammeDesigning Training Programme

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The most widely used methods of training used by organizations are

1. On-the-Job Training &

2. Off-the-Job Training.

On the Job Training refers to new or in experienced employee trainingthrough observation of peers or managers performing the job and trying to

imitate their behaviour.

3.Methods Of Experiential Training3

.Methods Of Experiential Training

ORIENTATION TRAINING

Introductory stage in the process of new employee

assimilation, and a part of continuous socialization process. Major objectives of orientation are to gain

employee commitment, reduce his or her anxiety,

help him or her understand organization's

expectations, and convey what he or she can expect

from the job and the organization. It is commonly

followed by training tailored to specific job.

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COACHING Is used in developing managerialthinking process as well as operative skills. The

Superior plays important role of the guide, sets

goals and suggests how the work may be done,

follow up suggestions and correct errors.

APPRENTICE/INTERNSHIP TRAINING

Usually done in crafts, trades and in technical

areas. a major part of training is spent on the job

productive work. Each apprentice is given a set

of assignments according to a pre-determined

schedule, that provide efficient training in trade

skills.

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CONFERENCE/MEETING the participating

individuals confer to discuss points of common

interest to each other. It is a basic to most

participative group centered methods of developments. This emphasis on small group

discussion, on organized subject matter and on the

active participation of the members involved.

JOB ROTATION A training Approach that

allows trainees to move from departments to

departments in order to broaden experience and

identifying weak & strong points.

Ex: Banking, Onshore, Offshore Engineers,

Construction Sector & Hotel Industry.

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DEMONSTRATIONS & EXAMPLE In this type

of training method trainer describes and displays

something, as & when he teaches an employee, how

to do something by actually performing the activity

himself & going on explaining why & what he is

doing.

COMPUTER AIDED INSTRUCTION/

PROGRAMED INSTRUCTION

The learner receives instruction, makes responses,

and receives feedback via interaction with acomputer. Used for individualized instruction and to

train learners who are geographically distant.

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FIELD TRIP A carefully planned visit or tour to asite away from the training activity in order to

observe activity, objects, or situations. Learners are

taken to the environment where the task is

performed. The trip should be preceded by a

statement of objectives and purpose and followed by

a debriefing. Learners may be given a set of questions for which answers may be found on the

trip.

Off the Job Training- Is not the part of every days Job activity. The actual location

may be a class room away from the desk.

SIMULATION TRAINING an attempt to create a

realistic decision-making environment to trainee.

Simulations present likely problem situations anddecision alternatives to the trainee. Often used to

train bank tellers, inspectors, machine operators,

typists etc. Training is generally given in the form of

lectures,conferences, case studies, role-play etc.

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ROLE PLAY Learners act out or perform a

dramatization of a situation in order to develop

insight or apply what has been learned. Learners are

given roles to play and usually the instructor

provides the situation, opinions, agendas, and

characterizations. Portrays human interaction. A

number of role plays can be conducted in the same

room at the same time or a role play can bedemonstrated.

CASE STUDY

A written or oral account of a situation which

requires resolution is given to the learners. Either

individually or in groups, the learners are asked to

analyze the case and present recommendations. Used

to apply learning in order to solve problems.

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Questionnaires

Tests

Interviews

Studies eliciting the opinions and judgments of trainers, superiors and peer groups about the training.

Human resource f actors: I.e employee satisfaction, which in turn can beexamined on the basis of decrease in Employee turnover, absenteeism,accidents, grievances, discharges, dismissals, etc.

Cost benef it analysis: The costs of training (cost of hiring trainers, toolsto learn training centre, wastage, production stoppage, opportunity cost of trainers and trainees) could be compared with its value (in terms of reduced learning time improved learning, superior performance)

Feedback: To identify the probable causes for gaps in performance.information concerned for control, correction and improvement of

trainees activities.

4.Methods Of Evaluation4.Methods Of Evaluation

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group 10, hr t&d

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