hr ass old

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Training and development

Assignment 1 and 2

Submitted To: Submitted By:

Prof.AmitTiwari Shubham Jain

Trim 6


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Assignment 1

Induction program

Name of the candidate: xyz

Venue: office building

Start date:24/7/2013

Day 1 Day 2 Day 3 Day 4

08h00Arrival

one on onesession with director

First probation review:

Job

description and the

role

Priorities for

the next three

months

Interdivisional

relationships

Training

required

etc.

Meeting withsales division

Colleagues:

The

employee

should

spend half

an hour to

an hour

with each

of their

colleagues

(one per

job

category)

to give

them

insight into

what each

person in

the division

does.

09h00

09h30Introduction to

colleagues within

division

Meeting with

finance division

10h00Orientation of building

and introduction to

other staff10h30 Meeting with

logistics

department11h00Processing of

documentation with

human resources11h30 Meeting with

production

department12h00

12h30

13h00Lunch with director

Lunch break Lunch break

Lunch

break with

division

14h00Direct report:

Organisational

structure

Organisational

objectives

Quality

standards

etc.

Training:

Performance

standards

Report

templates

Methodologies

and calculations

Training:

Subject

matter

determined

by what the

employee

needs to

know to do

their job.

Training:

More job

specific

training,

etc.

14h30

15h00

15h30

16h00

Cost accrued: approx 3 lakhs in training and induction process.


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Assignment 2

Ques : In the changed economic scenario of the country why has training assumed

importance? Elucidate.

Optimum Utilization of Human ResourcesTraining and Development helps in optimizing the

utilization of human resource that further helps the employee to achieve the organizational goals as

well as their individual goals.

Development of Human ResourcesTraining and Development helps to provide an opportunity and

broad structure for the development of human resources technical and behavioral skills in an

organization. It also helps the employees in attaining personal growth.

Development of skills of employeesTraining and Development helps in increasing the job

knowledge and skills of employees at each level. It helps to expand the horizons of human intellect

and an overall personality of the employees.

ProductivityTraining and Development helps in increasing the productivity of the employees that

helps the organization further to achieve its long-term goal.

Team spirit Training and Development helps in inculcating the sense of team work, team spirit,

and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization CultureTraining and Development helps to develop and improve the organizational

health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization ClimateTraining and Development helps building the positive perception and

feeling about the organization. The employees get these feelings from leaders, subordinates, and

peers.

QualityTraining and Development helps in improving upon the quality of work and work-life.

Healthy work environmentTraining and Development helps in creating the healthy working

environment. It helps to build good employee, relationship so that individual goals aligns with

organizational goal.

Ques: There is a view that training is a waste of money do you agree with this view?

Discuss.

Training is not a waste of time some benefits of training are:-

Training your staff, keeping them motivated and up-to-date with industry trends and new technologies

is essential to achieving that goal.

Staff benefit too, learning new skills and becoming a valued asset in any organisation. Training brings

direct benefits to business and can be calculated as a return on investment.

Most businesses provide on-the-job training, particularly during induction. A routine investment inongoing training almost always shows a positive return on investment, in a variety of ways, including


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improved work quality and productivity, higher retention rates of staff and a decrease in wasted time

and resources.

Improved quality and productivity

Training that meets both an organisation and employees needs increases the quality and flexibility of

a business by fostering:

Increased productivity through improved accuracy and efficiency Higher work safety practices Improved work quality and customer satisfaction

The flow-on effect

The benefits of training in one area can flow through to all levels of an organisation. Over time,

training will boost the bottom line and reduce costs by:

Decreasing wasted time and materials Decreasing maintenance costs for machinery and equipment Decreasing workplace accidents through safety training, leading to lower lost time and lower

insurance premiums

Reduced recruitment costs through the internal promotion of skilled staff Reduced absenteeism through improved employee morale

Staying competitive

Businesses must continually improve their work practices and infrastructure to stay competitive in an

increasingly global market. Training staff to manage the implementation of new technology, workpractices and business strategies can also act as a benchmark for future recruitment and quality

assurance practices.

As well as impacting on business profit margins, training can improve:

Efficient work practices Staff morale and satisfaction Soft skills such as inter-staff communication and leadership Time management Customer satisfaction.

Employee benefits

Regular training and learning opportunities are an investment that helps employees to prosper and

develop their careers. By investing in their success, employees become more loyal to the business,

leading to lower turnover rates and decreased absenteeism.

In return, your business benefits from a highly skilled, stable workforce, which gives you a

competitive advantage in the market.

Improved staff attitude and morale

People enjoy learning when the material is relevant to their interests and many will be eager to applytheir new skills and knowledge in practical situations. Employees that possess diverse skills are


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generally more satisfied and positive in their jobs. This decreases the occurrence of work-related

stress and improves the overall work environment.

By investing in their training, staff often feel that the employer not only has the confidence in them to

do their job, but that the business values them, and is giving something back above and beyond wages

or salary.As a result, employees will become self-starters and develop further competencies such asleadership and teambuilding and be more willing to undertake further training.

Recruitment and retention

Well-trained and valued employees lead to a positive and productive workplace, leading to lower

turnover rates and lower recruitment costs. A supportive environment where staff are trained and

valued attracts the best talent, helping to reduce recruitment costs when the time comes to recruit or

expand.

Ques: Employee training has become increasingly important as jobs have become more

sophisticated & influenced by technological changes comment?

Training is essential to the achievements of a business. Perhaps its most positive benefit is better

employees. A company develop the potential of an employee, and part of the way a company

encourages improvement is through training. Often, good training is just as important as a good

benefits package for an employee.

For employers, training allows them to locate a wider range of people with the kind of outlook that

matches the company mission statement. The right kind of perspective is a hard thing to cultivate,

whereas workplace specific proficiencies are easier to nature. The other advantage employers should

remember about training is it offers them an improved retention rate. Employees are moreloyal to

companies that value their growth and want to cultivate it, and thusly provide a better performanceand decrease the rollover rate at any company, no matter how small or large. If an employee thinks a

company values him or her, that sentiment will go into whatever the employee is designing, selling,

manufacturing, etc.

However, the kind of training an employee receives is very important. Allowing an employee to

simply pass through a sort of substandard 101 training course does not ensure improvement. Every

single part of the management at a company must completely sustain the training. Otherwise, there is

no point in wasting even a shoddy effort at training. Cheap training will result in cheap work:quality

employees require quality training programs, which means spending a bit more money. Excellent

training programs emphasize a correlation between personal development and official evaluations,

allowing an employee to discern that career growth and success means evolving their expertise with

training.

Improving employee skills is not only about improving skills related to their specific field, but also

improving skills related to the interpersonal and communication. These abilities are constantly

developing and perhaps more important than field related abilities. A person can be average in their

field skills, but an excellent communicator with fantastic people skills is an asset to a company.

These kinds of employees tend to fit better with a company. Other skills that should be emphasized

besides those related to industry and interpersonal include how management time effectively,how to

deal with disputes, and how to build a strong team.


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Ques: Discuss the role and significance of training & development activity in public

sector enterprises in current scenario?

Indian Public Sector has been passing through massive changes due to advancement in science and

technology and competition from private sector. India has nearly one-sixth of the worlds population.

This is possible only through proper training and development. The former Prime Minister RajivGandhi rightly understood its importance and had established a separate Ministry for Human

Resource Development in 1985. He stressed on the development of human resources and because of

his initiatives, training has taken an important place in the national economy. Later on, most of the

PSEs realized the need and importance of training their employees for better and improved results.

The human resource development approach is essential in order to have the optimum utilization of

manpower for the benefit of both, the employees and the organization.

Today public sector enterprises in India are passing through a phase of metamorphosis. On one side

they are facing tough product market competition with the advent of MNCs after the implementation

of New Economic Policies in 1991, and on the other side there are threats of closures due to

inefficient operations with the second phase of economic reforms focussing on public sector

restructuring. In this scenario, PSEs are under pressure to improve organizational effectiveness by

finding ways to become cost-conscious and resource-efficient (Joshi, 2000). Most of these enterprises

are still using labor intensive technology and large-scale as well as long-term cost reductions can be

achieved by improving the productivity of employees through effective training and development.

Some people have attempted to increase the effectiveness of training by utilizing sophisticated

training techniques without considering their actual need. Others have focused on training

environment only.

Effectiveness of training program decreases if there is a wide gap between documented trainingpolicies and procedures and implementation of learning from training. (Training as a factor for

increasing organizational effectiveness)

Need of the hour

Training program needs to be developed on the basis of organizational analysis, operational analysis,

and individual analysis. Organizational analysis can be done on the basis of overall objectives of the

organization, which includes Vision andMissionstatement and the available resources with the

organization. Vision andMissionstatement of an organization defines where the organization wants to

move from its present position, goals to be achieved in future and how those goals can be achieved.

Available resources are the boundaries within which those goals need to be achieved. Operationalanalysis includes job analysis, which provides expectations from the employees to meet

organizational objectives. This will give minimum acceptable requirements from the employees to do

job effectively. Individual analysis provides information of present potential and existing capabilities,

skills, knowledge and attitude of the employees. Organizational analysis can be done by HRD

personnel with the help of top management and individual analysis can be done by individual

employees with the help of HRD personnel and line managers.

Ques: How do you conduct training need assessment of a company in the service sector?

Training needs can be assessed by analyzing three major human resource areas: the organization as a

whole, the job characteristics and the needs of the individuals. This analysis will provide answers tothe following questions:


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Where is training needed? What specifically must an employee learn in order to be more productive? Who needs to be trained? Begin by assessing the current status of the company how it does what it does best and the

abilities of your employees to do these tasks. This analysis will provide some benchmarks

against which the effectiveness of a training program can be evaluated. Your firm should

know where it wants to be in five years from its long-range strategic plan. What you need is a

training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the trainingefforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a companywidetraining effort without concentrating resources where they are needed most. An internal audit

will help point out areas that may benefit from training. Also, a skills inventory can help

determine the skills possessed by the employees in general. This inventory will help theorganization determine what skills are available now and what skills are needed for future

development.

Also, in today's market-driven economy, you would be remiss not to ask your customers whatthey like about your business and what areas they think should be improved. In summary, the

analysis should focus on the total organization and should tell you (1) where training is

needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of theprogram. Analyze the characteristics of the job based on its description, the written narrative

of what the employee actually does. Training based on job descriptions should go into detail

about how the job is performed on a task-by-task basis. Actually doing the job will enable youto get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or performanceto the organization's performance standards or anticipated needs. Any discrepancies between

actual and anticipated skill levels identifies a training need.

Ques. Describe any four need assessment methods pointing out its advantages &

disadvantages?


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Ques: Explain the steps in training need assessment process?

Training is one of the most profitable investments an organization can make. No matter what business

or industry you are in the steps for an effective training process are the same and may be adapted

anywhere. If you have ever thought about developing a training program within your organization

consider the following four basic training steps. You will find that all four of these steps are mutually

necessary for any training program to be effective and efficient.

STEP 1: ESTABLISHING A NEEDS ANALYSIS.


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This step identifies activities to justify an investment for training. The techniques necessary for the

data collection are surveys, observations, interviews, and customer comment cards. Several examples

of an analysis outlining specific training needs are customer dissatisfaction, low morale, low

productivity, and high turnover.

The objective in establishing a needs analysis is to find out the answers to the following questions:

- "Why" is training needed?

- "What" type of training is needed?

- "When" is the training needed?

- "Where" is the training needed?

- "Who" needs the training? and "Who" will conduct the training?

- "How" will the training be performed?

By determining training needs, an organization can decide what specific knowledge, skills, and

attitudes are needed to improve the employee's performance in accordance with the company's

standards.

The needs analysis is the starting point for all training. The primary objective of all training is to

improve individual and organizational performance. Establishing a needs analysis is, and should

always be the first step of the training process.

STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.

This step establishes the development of current job descriptions and standards and procedures. Job

descriptions should be clear and concise and may serve as a major training tool for the identification

of guidelines. Once the job description is completed, a complete list of standards and procedures

should be established from each responsibility outlined in the job description. This will standardize

the necessary guidelines for any future training.

STEP 3: DELIVER THE TRAINING PROGRAM.

This step is responsible for the instruction and delivery of the training program. Once you have

designated your trainers, the training technique must be decided. One-on-one training, on-the-job

training, group training, seminars, and workshops are the most popular methods.

Before presenting a training session, make sure you have a thorough understanding of the following

characteristics of an effective trainer.

The trainer should have:

- A desire to teach the subject being taught.

- A working knowledge of the subject being taught.

- An ability to motivate participants to "want" to learn.


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- A good sense of humor.

- A dynamic appearance and good posture.

- A strong passion for their topic.

- A strong compassion towards their participants.

- Appropriate audio/visual equipment to enhance the training session.

For a training program to be successful, the trainer should be conscious of several essential elements,

including a controlled environment, good planning, the use of various training methods, good

communication skills, and trainee participation.

STEP 4: EVALUATE THE TRAINING PROGRAM.

This step will determine how effective and profitable your training program has been. Methods for

evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefitanalysis outlining your expenses and returns, and an increase in customer satisfaction and profits.

The reason for an evaluation system is simple. The evaluation of training programs are without a

doubt the most important step in the training process. It is this step that will indicate the effectiveness

of both the training as well as the trainer.

Ques : What are the important considerations to be kept in mind while designing a

training programme?Explain two major categories of constraints in designing a

training programme?

The workplace is increasingly becoming a place where business organizations can nurture , improveand encourage the potential and capabilities of employees . One of the most common ways in which

organizations nurture these talents is by introduction of training programs which aim at preparing

employees to better meet the challenges of today 's workplace . However , unless training programs

are carefully constructed , such programs are unlikely to meet the demands of the market as well as

individual needs of the employees and the needs of the organization . This discusses the important

considerations worthy considering while designing training programs

While designing the training program, it is important to bear in mind the fact that , the programs lead

to the acquisition of new knowledge change in knowledge especially in cases whereby the nature of

the training is based on new skills necessary for the production functions which may require the use of

new machines or different technology which the employees do not possess.

A good training program must be detailed enough to meet the goals and objectives of the organization

with clear specifications of the purpose goals and objectives of the training program . For instance ,

training at the bottom level of the organization is aimed at transferring new skills . This is because

new technologies keep on coming especially in this age of information technology . Therefore

employees need to update themselves in using the technology and especially in regard to applying the

technology to speed-up production . Any effective training program must have specific , measurable ,

achievable , realistic and time bound objectives in which a clear definition of the goals is given . The

employees ' needs are determined in the context of the nature of work . It is also very important for

the management to define the goals of the training program in to make sure that the training programis aligned to the organizational values . The content of the training program as well as the learner


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activity , which is central to the communication of the course content , is very necessary and should

be determined prior to the onset of the course . The success of a training program is not entirely

dependent on organization and the content of training, but rather , on the execution and subsequent

follow up after the training . This is where evaluation of the success of the training program comes in .

It is imperative that management gets a feedback for the training from the participants who are usually

the employees.

Ques : What purpose does training serve? Explain the ingredients of good training

programme for the employees at various levels.

Ans. Adequately planned and well executed training program can lead to following advantages:

1. Training can develop high morale in employee.Training builds high morale in an employee by developing positive attitude, job

satisfaction,enhanced earnings , job security. Training also reduces employee grievances byproviding opportunities for internal promotion.

2. Training leads to higher productivity.Training helps employees to build skills which leads to perform their job efficiently. Employees learn

new skills and use better methods to perform their tasks.

3. Better quality of workFormal training improves quality of work as standard methods are taught to employees. Uniform work

methods and procedures improves the quality of product or services.

4. Reduction in costTraining leads to optimum use of resources and zero waste which increases productivity and helps to

minimize cost of operations per unit. Training leads to economic use of materials and machinery.

5. Reduced learning periodAn efficient training program does not wastes time and efforts in learning through trial and error, it

also reduces time and cost involved in learning.

6.

Reduced supervision and low accident rates

Training develops self reliant and well motivated employees, they need less guidance and control

therefore burden on supervisors is reduced. By adopting right work methods and making use of

prescribed safety devices employees reduce accident rate.

Thoroughly brief all training delegates, provide them with training agendas so that they knowexactly when they have to be there and why. People like to be consulted and feel involved

when it comes to making decisions, especially when it involves them

Make sure that the timing for the training is right so that all users are available - avoiding anymajor holidays/events during this period is crucial.


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Avoid distractions; this includes phones ringing, meetings, and interruptions from othercolleagues. Ok, we are realistic and know that often this will be unavoidable, but minimum

disruption is advised.

Having the right people on the right sessions is important. A common mistake is to put downa name just to fill space. Ensure that the topics are relevant to the people attending.

The training environment is very important. People straining to look at projector screens, at adistance or with their backs to the trainer will become agitated and stressed and lose the

ability to concentrate.

We always try and make the training a fun and relaxed experience for both the trainees and the trainer.

And once your training session is over, we want you to feel secure in the knowledge that help is at

hand and youre not on your own.

Ques :Explain nature of learning with principles & component of learning process?

Explain Kolbs learning cycle?

David Kolb published his learning styles model in 1984 from which he developed his learning style

inventory.

Kolb's experiential learning theory works on two levels: a four stage cycle of learning and four

separate learning styles. Much of Kolbs theory is concerned with the learners internal cognitive

processes.

Kolb states that learning involves the acquisition of abstract concepts that can be applied flexibly in a

range of situations. In Kolbs theory, the impetus for the development of new concepts is provided by

new experiences.

Learning is the process whereby knowledge is created through the transformation of experience

(David A. Kolb, 1984).

The Experiential Learning Cycle

Kolb's experiential learning style theory is typically represented by a four stage learning cycle in

which the learner 'touches all the bases':

1.Concrete Experience - (a new experience of situation is encountered, or a reinterpretation ofexisting experience).

2.Reflective Observation (of the new experience. Of particular importance are any inconsistencies

between experience and understanding).

3.Abstract Conceptualization (Reflection gives rise to a new idea, or a modification of an existing

abstract concept).

4.Active Experimentation (the learner applies them to the world around them to see what results).


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Effective learning is seen when a person progresses through a cycle of four stages: of (1) having a

concrete experience followed by (2) observation of and reflection on that experience which leads to

(3) the formation of abstract concepts (analysis) and generalizations (conclusions) which are then (4)

used to test hypothesis in future situations, resulting in new experiences.

Kolb (1975) views learning as an integrated process with each stage being mutually supportive of and

feeding into the next. It is possible to enter the cycle at any stage and follow it through its logical

sequence.

However, effective learning only occurs when when a learner is able to execute all four stages of the

model. Therefore, no one stage of the cycle is an effective as a learning procedure on its own.

Learning Styles

Kolb's learning theory (1975) sets out four distinct learning styles, which are based on a four-stagelearning cycle (see above).


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Kolb explains that different people naturally prefer a certain single different learning style. Various

factors influence a person's preferred style. For example, social environment, educational

experiences, or the basic cognitive structure of the individual.

Whatever influences the choice of style, the learning style preference itself is actually the product of

two pairs of variables, or two separate 'choices' that we make, which Kolb presented as lines of axis,each with 'conflicting' modes at either end:

A typical presentation of Kolb's two continuums is that the east-west axis is called theProcessing

Continuum (how we approach a task), and the north-south axis is called thePerception Continuum

(our emotional response, or how we think or feel about it).

Kolb believed that we cannot perform both variables on a single axis at the same time (e.g. think and

feel).

Our learning style is a product of these two choice decisions.

It's often easier to see the construction of Kolb's learning styles in terms of a two-by-two matrix. Each

learning style represents a combination of two preferred styles. The diagram also highlights Kolb's

terminology for the four learning styles; diverging, assimilating, and converging, accommodating:

Doing (Active

Experimentation - AE)

Watching (Reflective

Observation - RO)


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Feeling (Concrete Experience -

CE)Accommodating (CE/AE) Diverging (CE/RO)

Thinking (Abstract

Conceptualization - AC) Converging (AC/AE) Assimilating (AC/RO)

Learning Styles Descriptions

Knowing a person's (and your own) learning style enables learning to be orientated according to the

preferred method. That said, everyone responds to and needs the stimulus of all types of learning

styles to one extent or another - it's a matter of using emphasis that fits best with the given situation

and a person's learning style preferences.

Here are brief descriptions of the four Kolb learning styles:

Diverging (feeling and watching - CE/RO)

These people are able to look at things from different perspectives. They are sensitive. They prefer to

watch rather than do, tending to gather information and use imagination to solve problems. They are

best at viewing concrete situations several different viewpoints.

Kolb called this style 'diverging' because these people perform better in situations that require ideas-

generation, for example, brainstorming. People with a diverging learning style have broad cultural

interests and like to gather information. They are interested in people, tend to be imaginative and

emotional, and tend to be strong in the arts. People with the diverging style prefer to work in groups,

to listen with an open mind and to receive personal feedback.

Assimilating (watching and thinking - AC/RO)

The Assimilating learning preference is for a concise, logical approach. Ideas and concepts are more

important than people. These people require good clear explanation rather than practical opportunity.

They excel at understanding wide-ranging information and organizing it a clear logical format.

People with an assimilating learning style are less focused on people and more interested in ideas and

abstract concepts. People with this style are more attracted to logically sound theories than

approaches based on practical value.

These learning style people is important for effectiveness in information and science careers. In

formal learning situations, people with this style prefer readings, lectures, exploring analytical

models, and having time to think things through.

Converging (doing and thinking - AC/AE)

People with a converging learning style can solve problems and will use their learning to find

solutions to practical issues. They prefer technical tasks, and are less concerned with people and

interpersonal aspects. People with a converging learning style are best at finding practical uses for

ideas and theories. They can solve problems and make decisions by finding solutions to questions and

problems.


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People with a converging learning style are more attracted to technical tasks and problems than social

or interpersonal issues. A converging learning style enables specialist and technology abilities. People

with a converging style like to experiment with new ideas, to simulate, and to work with practical

applications.

Accommodating (doing and feeling - CE/AE)

The Accommodating learning style is 'hands-on', and relies on intuition rather than logic. These

people use other people's analysis, and prefer to take a practical, experiential approach. They are

attracted to new challenges and experiences, and to carrying out plans. They commonly act on 'gut'

instinct rather than logical analysis. People with an accommodating learning style will tend to rely on

others for information than carry out their own analysis. This learning style is prevalent within the

general population.

Educational Implications

Both Kolb's (1984) learning stages and cycle could be used be teachers to critically evaluate thelearning provision typically available to students and to develop more appropriate learning

opportunities.

Educators should ensure that activities are designed and carried out in ways that offer each learner the

chance to engage in the manner that suits them best. Also, individuals can be helped to learn more

effectively by the identification of their lesser preferred learning styles and the strengthening of these

through the application of the experiential learning cycle.

Ques: Explain the Adams equity theory of motivation?

Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work,skill level, tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles

such as recognition, and so on). According to the theory, finding this fair balance serves to ensure a

strong and productive relationship is achieved with the employee, with the overall result being

contented, motivated employees.

The Theory Summarized:

Adams' Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist,

who developed this job motivation theory in 1963. Much like many of the more prevalent theories of

motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), Adams'

Equity Theory acknowledges that subtle and variable factors affect an employee's assessment andperception of their relationship with their work and their employer.

The theory is built-on the belief that employees become de-motivated, both in relation to their job and

their employer, if they feel as though their inputs are greater than the outputs. Employees can be

expected to respond to this is different ways, including de-motivation (generally to the extent the

employee perceives the disparity between the inputs and the outputs exist), reduced effort, becoming

disgruntled, or, in more extreme cases, perhaps even disruptive.

How to apply the Adams' Equity Theory:


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It is important to also consider the Adams' Equity Theory factors when striving to improve an

employee's job satisfaction, motivation level, etc., and what can be done to promote higher levels of

each.

While obviously many of these points can't be quantified and perfectly compared, the theory argues

that managers should seek to find a fair balance between the inputs that an employee gives, and theoutputs received.

And according to the theory, employees should be content where they perceive these to be in balance

Ques: Presentation skill when used appropriately. Can motivate learners discuss this

statement.

Presentation skills are the essentials techniques you use when presenting an idea or set of ideas to

another. Wikipedia defines it as: the process of showing and explaining the content of a topic to an

audience. It goes on to say that normally these presentations are accompanied by a visual aid such as

a powerpoint, charts, hand-outs, etc. Presentation skills are the basic training for any manager or any

trainee vying for such a position. They are critically important and cannot be passed over. There are

many techniques on how to present something effectively. Many books have been written and lectures


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have been given on the same. Presentation skills can be gotten by just a little effort and conditioning

yourself to step out of your safe, normal bounds and achieve the public speaker role.

If you are naturally shy, this may take longer to achieve, but need not be so. George Bernard Shaw,

was a famed speaker, writer and lecturer. It is a well known fact that as a child he was among the shier

sort and never dreamed of being the world-famous speaker and presenter that he was. He said that itwas just the willing of his mind to step out and achieve what no one thought possible, and the regular

practice of it, that made him into a person that was able to speak up and out internationally. If you can

get a hold of his biography, it may be a great inspiration to you.

Ques: What are the drawbacks of lecture methods. Why is lecture method popular

amongst trainersinspite of the drawbacks? How can you, as a trainer, improve the

effectiveness of your own lecture?

Places students in a passive rather than an active role, which hinders learning. Encourages one-way communication; therefore, the lecturer must make a conscious effort to

become aware of student problems and student understanding of content without verbal

feedback.

Requires a considerable amount of unguided student time outside of the classroom to enableunderstanding and long-term retention of content. In contrast, interactive methods (discussion,

problem-solving sessions) allow the instructor to influence students when they are actively

working with the material.

Requires the instructor to have or to learn effective writing and speaking skills. Someone poor in these aspects is likely to give a very poor performance in lecturing. Practically some trainers take advantage of the method because of its medium (the

spokenwords) and speak anything and get away with it. Thus, they misuse the method.

Some trainers make use of the age old, outdated lecture notes, which they might haveprepared several years back.

They present outdated information through lecture method and waste the time allotted. Effective oral presentation depends heavily upon the strength of vocabulary and knowledge of

grammar rules including structures of sentences.

There is a certain amount of mythology about lecturing, one of the most persistent myths being that

some people are born with an extraordinary flair for lecturing and if you are not one of the fortunate

few, then perhaps the best you can hope for is to get through the material youve prepared with little

drama and few problems. Of course some people are more outgoing and comfortable presenting to

groups than others, but the desired outcome of a lecture is that people learn, not that they are

entertained.


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You might look for more of a performance if you are presenting at a conference or symposium, so as

to engage the audience and make the talk memorable.

Effective lecturing is more a matter of skill than charisma, although there are some techniques that

can help to make your lectures more enjoyable for those in the audience.

The main characteristics of a good lecturer are that they:

present the material in a clear and logical sequence make the material accessible, intelligible and meaningful cover the subject matter adequately are constructive and helpful in their criticism demonstrate an expert (and authoritarian) knowledge in their subject pace the lecture appropriately include material not readily accessible in textbooks are concise illustrate the practical applications of the theory presented show enthusiasm for the subject Generate curiosity about the lecture material early in the lecture.

Ques: What are the skills that a trainer needs in using participants training method?

Select a particular training method & illustrate your answer with examples.

Many trainers use role playing as a skill-building technique in their training programs. More often

than not, this technique does not achieve the desired results because of participant resistance. Onevery effective, non-threatening way of using role play is to conduct a demonstration role play. You

would have prepared a scripted role play depicting either the right way or wrong way of using a

particular skill, technique, or process. Early in the session, select two actors from the group and

give them the script so they will have an opportunity to familiarize themselves with their parts prior to

the demonstration. At the appropriate point in the program, ask the players to come forward and

simply read their scripts while the rest of the group observes the interaction for various dos and

donts that illustrate the learning points. Another non-threatening role play technique involves the

trainer as one of the role players. Ask for a volunteer to come up front and assume the role of the

other person. For example, in a Customer Service session, you want to demonstrate how to deal

with an irate customer. You assume the role of the customer service representative and ask for a

volunteer to play the irate customer who is returning a piece of merchandise for a full refund. The


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employee (played by the trainer) is not permied to give a refund, only store credit. As the role play

begins, the customer demands a refund. At this point, you stop the action and turn to the

participants for coaching. When the action resumes, you as the employee follow the groups

suggestions in responding to the customer. This stop-action technique is used several times

throughout the role play. Trainers who want to promote interaction will often use open-ended

questions to encourage participation. Although this technique is useful, its biggest flaw is that

generally a handful of people respond. Many trainers complain that the same people are answering all

the questions or offering input. There are several techniques that will guarantee 100% audience

response.

Another way to get every person to respond is to use an active response system. Choose 4 or 5

questions or statements designed to get participants to express their opinions about a certain topic. For

example, to introduce the topic of Managing

Conflict you might choose the following statements:

Conflict is inevitable.

Conflict increases during times of change.

Conflict can lead to either creative or dysfunctional results.

Conflict should be encouraged.

You would ask participants to stand. As you display the first statement, ask participants to remain

standing if they agree with the statement and sit down if they disagree. Then ask a few people to

explain why they agreed or disagreed before moving to the next statement. An alternative approach

would be to ask participants to hold up cards with an A for agree and D for disagree.

Ques: Elaborate the advantages of On the job & off the job training methods. List out

the training approaches with classification of training methods?

On the Job Training Methods

Job Rotation: In this method, usually employees are put on different jobs turn byturn where they

learn all sorts of jobs of various departments. The objective istogive a comprehensive awareness about the jobs of different departments.Advantage

employee gets to know how his own

and other departments alsofunction. Interdepartmental coordination can be improved, instills team spir

it.DisadvantageIt may become too much for an employee to learn. It is not focusedon employees

own job responsibilities. Employees basic talents may remain underutilized.

Job Coaching:An experienced employee can give a verbal presentation to explainthe nitty-grittys of

the job.

Job Instruction:It may consist an instruction or directions to perform a particulartask or a function. It

may be in the form of orders or steps to perform a task.


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Apprenticeships:Generally fresh graduates are put under the experiencedemployee to learn the

functions of job.

Internships and Assistantships:An intern or an assistants are recruited toperform a specific time-

bound jobs or projects during their education. It may consista part of their educational courses.

Advantage of on the job

It is cost effective for the employer because the person continues to work whilst learning.Training

time is reduced when compared to traditional off site learning. Structured OJT provides for evaluation

of employee progress and supports ISO programs. It has been tested for techniques ranging from

milking cows by hand to brain surgery. The US Air Force's Air University Academic Instructor

School has found no faster teaching methodology for any specialty. Structured programs for training

multiple trainers, and for in house training of new trainers exist and are available from numerous

providers. These programs reduce the training times of unstructured OJT by more than 50% and

reduce the perpetuation of less safe and more costly production techniques.

Off the Job Training Methods

Classroom Lectures: It is a verbal lecture presentation by an instructor to a large audience.

Advantage It can be used for large groups. Cost per trainee is low. Disadvantages Low popularity. It

is not learning by practice. It is One-way communication. No authentic feedback mechanism. Likely

to boredom.

Audio-Visual: It can be done using Films, Televisions, Video, and Presentations etc. Advantages

Wide range of realistic examples, quality control possible,. DisadvantagesOne-way communication,

No feedback mechanism. No flexibility for different audience.

Simulation:creating a real life situation for decision-making and understanding theactual job

conditions give it. Following are some of the simulation methods of trainings

Case Studies:It is a written description of an actual situation and trainer issupposed toanalyze and give his conclusions in writing. The cases aregenerally based on actual

organizational situations. It is an ideal method topromote decision-making abilities within the

constraints of limited data. Role Plays: Here trainees assume the part of the specific personalities in acase study and

enact it in front of the audience. It is more emotionalorientation and improves interpersonal

relationships. Attitudinal change isanother result. These are generally used in MDP.

Sensitivity Trainings: This is more from the point of view of behavioralassessment, underdifferent circumstances how an individual will behavehimself and towards others. There is no

preplanned agenda and it is instant.Advantages increased ability to empathize, listening

skills, openness,tolerance, and conflict resolution skills. Disadvantage Participants

mayresort to their old habits after the training.

Programmed Instructions:Provided in the form of blocks either in book or ateaching machine using

questions and Feedbacks without the intervention of trainer.Advantages Self paced, trainees can


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progress at their own speed, strongmotivation for repeat learning, material is structured and self-

contained.Disadvantages Scope for learning is less; cost of books, manuals or machinery

isexpensive.

Computer Aided Instructions:It is extension of PI method, by using computers.Advantages

Provides accountabilities, modifiable to technological innovations,flexible to time. DisadvantagesHigh cost.

Advantages of Off-the-Job Training:

Trainers are usually experienced enough to train

It is systematically organized

Efficiently created programs may add lot of value

Ques: Explain the power & influence of trainer with the role & required skills for the

same?

Communication and Reasoning Skills

Logical reasoning:The ability to think logically, to analyze problems and identify logical solutions to

them.

Analyzing and displaying data visually:Skill at creating charts, graphs, illustrations, and other

visuals that clearly convey the relationships among data points and communicate ideas and

conclusions clearly in visual form.

Finding creative alternatives:Being creative and innovative; the ability to see alternatives and

solutions where others havent; skill at thinking outside the box.

Probing:Skill at asking insightful questions that lead others to the heart of the problem or issue.

Speaking conversationally:The ability to engage people in casual conversation; skill at conversing

on a number of topics; being a skilled conversationalist.

Conveying energy and enthusiasm:Bringing energy and enthusiasm to interactions and situations;

being naturally energetic and engaged; the ability to get others energized.

Listening:Skill at actively listening to others; being engaged in others when they are speaking and

accurately hearing and retaining the essence of their thoughts.

Que: Explain the stages in OD approach of training & development? Explain the model

with steps of succession planning process?

Organization development (OD) is a deliberately planned, organization-wide effort to increase an

organization's effectiveness and/or efficiency. OD theorists and practitioners define it in various ways.

Its multiplicity of definition reflects the complexity of the discipline and is responsible for its lack of

understanding. For example, Vasudevan has referred to OD being about promoting organizationalreadiness to meet changeand it has been said that OD is a systemic learning and development strategy


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intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current

organization to better absorb disruptive technologies, shrinking or exploding market opportunities and

ensuing challenges and chaos. It is worth understanding what OD is not. It not training, personal

development, team development, HRD (human resource development), L&D (learning and

development) or a part of HR although it is often mistakenly understood as some or all of these. OD

interventions are about change so involve people - but OD also develops processes, systems andstructures. The primary purpose of OD is to develop the organization, not to train or develop the staff.

Organization Development Approach

Organization Development (OD) is about improving performance at the individual, group, and

organization levels. It is about improving the organization's ability to effectively respond to changes

in its external environment, and its about increasing internal capabilities by ensuring the

organizational structures, human resources systems, job designs, communication systems, and

leadership/managerial processes fully harness human motivation and help people function to their full

potential.

Done well, such improvement can be transformationalproducing fundamental changes in the way

individuals, groups, and organizations function.

Human Synergistics International is a world leader in the field of data-driven changemeasuring and

quantifying organizational behavior at the individual, group, and organization levels. Survey

feedback, an integral part of the OD process, provides leaders and managers with research-based

information on what is happening within the organizationbe it cultural norms, organizational

systems, organizational climate, leadership and managerial approaches and their consequent impact,

or the behaviors of key people throughout the organization. Such measurements must be based on

solid, academically-respected research to help guide the process of change.

Helpful feedback tools not only measure the current state, but also identify what needs to be focused

on to improve effectiveness in terms of building on strengths and overcoming stumbling blocks.

When people receive feedback based on a reliable and valid assessment that highlights what is helping

and hindering effectiveness at the individual, group, and/or organization levels, then they can build

strategies for improvement.

The process is quite simple. Its built on a test-action-re-test approach. Whether at the individual,

group, or organizational level, the process remains the samemeasure what is currently happening,

develop strategies for change, implement these, and then re-test to evaluate the effectiveness of the

change strategies.

Within this process, there is a set of key steps or phases that are essential to effective feedback and

change:


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Action, based on feedback, cannot be effective unless awareness and acceptance are first achieved.

Acceptance cannot occur until awareness is achieved, so it is essential that the feedback process

follows these steps in a facilitative, disciplined manner.

Succession Planning Overview

Succession planning is a strategic approach to ensure that necessary talent and skills will be availablewhen needed, and that essential knowledge and abilities will be maintained when employees incritical positions leave.

Succession planning has been identified in the Corporate HR Plan as a key initiative for addressing anumber of critical human resource issues in the New Brunswick public service including:

An aging workforce Increasing turnover rates Fast-paced changes in work, and The need for a diverse workforce at all levels.

These tools will help to establish an integrated approach to succession planning, capacity building andrenewal for the NB public service.

Objectives

To identify and proactively plan for critical work force positions, by developing a pool ofpotential successors and encouraging a culture that supports knowledge transfer and employeedevelopment.

To build human resource programs that attract and retain qualified individuals to the NBpublic service.

To implement a framework that identifies the competency requirements of critical positions,assesses potential candidates and develops required competencies through planned learningand development initiatives.

Guiding Principles

Succession planning must respect the legislative and policy provisions that ensure a consistent andequitable approach to competency-based selection and the principle of merit. The following guidingprinciples apply to succession planning:

Supports the five fundamental values of the New Brunswick public service: Integrity,Respect, Impartiality, Service and Competence.

Conducted in accordance with the Civil Service Act, its regulations and the policiesestablished by the Board of Management.

Strikes a balance between the values of fairness, accessibility, transparency, and efficient useof government resources for current and future needs.

Aligned with current and future business needs of government and departmental/agencystrategic plans;

Aligned with the goals of the Corporate HR Plan and the Executive Development Strategy todevelop current and aspiring leaders;

Candidates are assessed using methods that are competency-based and free from favoritism; Communication is open and transparent.
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Succession Planning - A 5 Step Process

Step 1: Identify critical positions

Critical positions are the focus of succession planning efforts. Without these roles, the department oragency would be unable to effectively meet its business objectives. Workforce projection data ordemographic analysis is essential in identifying risk areas. A risk assessment may also be conductedand compared to current and future vacancies to identify critical positions within your organization.

Step 2: Identify competenciesA clear understanding of capabilities needed for successful performance in key areas and criticalpositions is essential for guiding learning and development plans, setting clear performanceexpectations, and for assessing performance. By completing the process of competency or positionprofiling within your organization, current and future employees gain an understanding of the keyresponsibilities of the position including the qualifications and behavioural and technicalcompetencies required to perform them successfully.

Step 3: Identify succession management strategiesNow that critical positions have been identified and have been profiled for competencies, the next stepis to choose from a menu of several human resource strategies, including developing internal talentpools, onboarding and recruitment to address succession planning.

Step 4: Document and implement succession plansOnce strategies have been identified, the next step is to document the strategies in an action plan. TheSuccession Planning: Action Plan provides a mechanism for clearly defining timelines and roles andresponsibilities.

Step 5: Evaluate Effectiveness

To ensure that the department or agencys succession planning efforts are successful, it is important tosystematically monitor workforce data, evaluate activities and make necessary adjustments.

Que: Explain the need, principles, objectives & approaches of Evaluation of training?


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Training and development is vital part of the human resource development . It is assuming ever importantrole in wake of the advancement of technology which has resulted in ever increasing competition, rise incustomers expectation of quality and service and a subsequent need to lower costs. It is also become moreimportant globally in order to prepare workers for new jobs. In the current write up, we will focus more on theemerging need of training and development, its implications upon individuals and the employers.

Noted management author Peter Drucker said that the fastest growing industry would be training anddevelopment as a result of replacement of industrial workers with knowledge workers. In United States, forexample, according to one estimate technology is de-skilling 75 % of the population. This is true for thedeveloping nations and for those who are on the threshold of development. In Japan for example, with increasingnumber of women joining traditionally male jobs, training is required not only to impart necessary job skills butalso for preparing them for the physically demanding jobs. They are trained in everything from sexualharassment policies to the necessary job skills.

The need for Training and Development

Before we say that technology is responsible for increased need of training inputs to employees, it isimportant to understand that there are other factors too that contribute to the latter. Training is also

necessary for the individual development and progress of the employee, which motivates him to workfor a certain organisation apart from just money. We also require training update employees of themarket trends, the change in the employment policies and other things.

The following are the two biggest factors that contribute to the increased need to training anddevelopment in organisations:

1. Change: The word change encapsulates almost everything. It is one of the biggest factors thatcontribute to the need of training and development. There is in fact a direct relationshipbetween the two. Change leads to the need for training and development and training anddevelopment leads to individual and organisational change, and the cycle goes on and on.More specifically it is the technology that is driving the need; changing the way howbusinesses function, compete and deliver.

2. Development: It is again one the strong reasons for training and development becoming allthe more important. Money is not the sole motivator at work and this is especially very truefor the 21st century. People who work with organisations seek more than just employment outof their work; they look at holistic development of self. Spirituality and self awareness forexample are gaining momentum world over. People seek happiness at jobs which may not bepossible unless an individual is aware of the self. At ford, for example, an individual can enrolhimself / herself in a course on self awareness, which apparently seems inconsequential toones performance at work but contributes to the spiritual well being of an individual which isall the more important.

THE THREE PRINCIPLES OF TRAINING

Training to improve an athlete's performance obeys the three principles of training, summarisedhere.

1. Specificity2. Overload3. Reversibility

Specificity


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To improve the range of movement for a particular joint action, you have to perform exercisesfor the specific mobility requirements of a given event. The coach can analyse the technique ofhis/her event, identify which joint actions are involved and determine which need to beimproved in terms of the range of movement. A thrower, for example, might require

improvements in his/her shoulder and spine mobility. A hurdler might need to develop his/herhip mobility.

The amount and nature of the mobility training required by each athlete will vary according tothe individual athlete's event requirements and his/her individual range of movement for eachoint action. It may be necessary to measure the range of movement for particular joint actions

to determine the present range and future improvement.

Specificity is an important principle in strength training, where the exercise must be specific tothe type of strength required, and is therefore related to the particular demands of the event. Thecoach should have knowledge of the predominant types of muscular activity associated withhis/her particular event, the movement pattern involved and the type of strength required.

Although specificity is important, it is necessary in every schedule to include exercises of ageneral nature (e.g. power clean, squat). These do not relate too closely to the movement of anyathletic event. They do, however, give a balanced development, and provide a strong base uponwhich highly specific exercise can be built.

When an athlete performs high velocity strength work, the force he/she generates is relativelylow and therefore fails to stimulate substantial muscular growth. If performed extensively theathlete may not be inducing maximum adaptation with the muscles. It is important therefore forthe athlete to use fast and slow movements to fully train the muscles.

Overload

When an athlete performs a mobility exercise he/she should stretch to the end of his/her rangeof movement. In active mobility the end of the range of movement is known as the active endposition. Improvements in mobility can only be achieved by working at or beyond the activeend position.

Passive exercises involve passing the active end position, as the external force is able to movethe limbs further than the active contracting of the protagonist muscles Kinetic mobilityexercises use the momentum of the movement to bounce past the active end position

A muscle will only strengthen when forced to operate beyond its customary intensity. The load

must be progressively increased in order to further adaptive responses as training develops andthe training stimulus is gradually raised. Overload can be progressed by increasing thesefactors:

1. The resistance e.g. adding 5kg to the barbell2. The number of repetitions with a particular weight3. The number of sets of the exercise (work)4. The intensity- more work in the same time, reducing the recovery periods

Reversibility

Improved ranges of movement can be achieved and maintained by regular use of mobilityexercises. If an athlete ceases mobility training, his/her ranges of movement will decline over a


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period of time to those maintained by his/her other physical activities.

When training ceases the training effect will also stop. It eventually gradually reduces atapproximately one third of the rate of acquisition.

Athletes must ensure that they continue strength training throughout the competitive period,although at a much reduced volume, or newly acquired strength will be lost

Objectives of Training

1. To impart basic knowledge and skill to new entrants required for intelligent performance of definitetask in order to induct them without much loss of time.

2. To assist employees to function more effectively by exposure of latest concepts information andtechniques and development of skills required in specific fields including production, purchase,

marketing, logistics, information technology etc.

3. To broaden minds of supervisors. Sometimes, narrowness of outlook may arise in supervisorsbecause of specialization. In order to correct this narrowness they are provided with opportunities

and interchange of experience.

4. To build second line of competent employees and enable them to occupy more responsiblepositions as situation emerge.

5. To prepare employees to undertake different jobs in order to enable redeployment and maintainflexibility in workforce so that ever changing environment of market can be met and downturns can

be managed without loosing experienced employees.

6. To provide employees job satisfaction, training enables an employee to use their skill, knowledgeand ability to fullest extent and thus experience job satisfaction and gain monetary benefits from

enhanced productivity.

7. To improve knowledge, skills, efficiency of employees to obtain maximum individualdevelopment.

8. To fulfill goals of organization by securing optimum co-operation and contribution from theemployees.

Que: Explain Phillips five level returns on investment framework to evaluate the

impact of training?


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Phillips Five Levels of Evaluation

Jack Phillips five level evaluation framework builds on the work of Donald Kirkpatrick. This

article provides a brief overview of all five levels.

Jack Phillips approach to the evaluation of learning activitiesbuilds on the work of Donald

Kirkpatrick. He openly credits Kirkpatrick with developing the first four levels of his own framework

for evaluation. While he has renamed the levels slightly, they are the same for all intents and

purposes. The significant difference is that Phillips has added a fifth level to capture return on

investment.

Level 1: Reaction, satisfaction and planned action

Measures the extent to which the participants enjoyed the learning experience and establishes how

they plan to apply their learning.

Level 2: Learni ng

Measures the extent to which the participants have increased their knowledge and improved their skill

levels.

Level 3: Application and implementation

Measures the extent to which the participants have applied to their working practice what they learned

from the learning event.

Level 4: Business impact

Measures the results that the participants have achieved as a result of applying what they learned from

the learning event. This would include measures such as output, quality, cost, time, customer

satisfaction and employee satisfaction.

Level 5: Retur n on investment

Measures the level of monetary benefit and the overall cost of the learning event and then comparesthe two. Usually expressed as a percentage or cost benefit ratio.

Que: What are the major hurdles in CB analysis? How do you calculate training cost?

How do you measure training benefits?

A cost benefit analysis is done to determine how well, or how poorly, a planned action will turn out.

Although a cost benefit analysis can be used for almost anything, it is most commonly done on

financial questions. Since the cost benefit analysis relies on the addition of positive factors and the

subtraction of negative ones to determine a net result, it is also known as running the numbers.


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Cost Benefit Analysis

A cost benefit analysis finds, quantifies, and adds all the positive factors. These are the benefits. Then

it identifies, quantifies, and subtracts all the negatives, the costs. The difference between the two

indicates whether the planned action is advisable. The real trick to doing a cost benefit analysis well is

making sure you include all the costs and all the benefits and properly quantify them.

Should we hire an additional sales person or assign overtime? Is it a good idea to purchase the new

stamping machine? Will we be better off putting our free cash flow into securities rather than

investing in additional capital equipment? Each of these questions can be answered by doing a proper

cost benefit analysis.

Example Cost Benefit Analysis

As the Production Manager, you are proposing the purchase of a $1 Million stamping machine to

increase output. Before you can present the proposal to the Vice President, you know you need some

facts to support your suggestion, so you decide to run the numbers and do a cost benefit analysis.

You itemize the benefits. With the new machine, you can produce 100 more units per hour. The three

workers currently doing the stamping by hand can be replaced. The units will be higher quality

because they will be more uniform. You are convinced these outweigh the costs.

There is a cost to purchase the machine and it will consume some electricity. Any other costs would

be insignificant.

You calculate the selling price of the 100 additional units per hour multiplied by the number of

production hours per month. Add to that two percent for the units that aren't rejected because of the

quality of the machine output. You also add the monthly salaries of the three workers. That's a pretty

good total benefit.

Then you calculate the monthly cost of the machine, by dividing the purchase price by 12 months per

year and divide that by the 10 years the machine should last. The manufacturer's specs tell you what

the power consumption of the machine is and you can get power cost numbers from accounting so

you figure the cost of electricity to run the machine and add the purchase cost to get a total cost figure.

You subtract your total cost figure from your total benefit value and your analysis shows a healthy

profit. All you have to do now is present it to the VP, right? Wrong. You've got the right idea, but you

left out a lot of detail.

(i)Major Hurdles in Cost-Benefits Analysis

Major Hurdles in cost-benefit analysis includes;

1. Training is an enabling function and in times of crisis it is too late to start training. Training

operates on a long time scale than other investments. Management struggling for survival in the short


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run expect visible results whereas lead time for training is comparatively high and therefore it is

difficult to measure the returns immediately after training.

2. Training is an investment in creating human capital. If a company spends a lakh rupee on purchase

of furniture, it is tangible visible capital asset. The same invested in people is locking up money whichis dangerously portable if trained people walk out of the organization.

3. Similarly measuring results are fraught with difficulties. A company wanting to promote its sales

trains its sales personnel and then sets to compare their after training sales. Can the increase in sales

be attributed to training and/or other factors contributing simultaneously to that situation. Logically

one will compare the trained managers market performance with those not trained, but the outcome

again can be attributed to other organizational factors.

(ii)Calculating Training Costs

Costs are charges incurred for training and can be divided to:

* External Training Course Costs including

o The fees charged to the organization by the trainer

o The cost of travelling and accommodation involved

o Costs incurred by the organizations staff in connection with arrangements for the trainees

attendance

o The trainees time

o Loss of production as a result of the trainees absence

Que: Explain in detail the four basic reinforcement strategies employed in encouraging

desirable behaviour& discourage undesirable behaviour?

Positive Reinforcement of Undesirable Behavior

Behaviors

As it relates to first responders operating in emergency situations, their behaviors can be classified

into one of two categories: Desired and undesired. Desired behaviors are those rooted in safety and

best practices. Hopefully these are the behaviors taught during basic training and reinforced during

on-going training and promoted during emergency responses. Undesired behaviors are those rooted in

unsafe behaviors and practices. These can be taught in training or can develop over time as a result of

drifting away from best practices.

Reinforcement

Behaviors are encouraged or discouraged with reinforcement. Reinforcement can be positive (i.e.,

providing something desirable or withholding something undesired) or negative (i.e., withholding

something desired or providing something undesired).Marrying up behaviors and reinforcement


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Behaviors (both positive and negative) are influenced by reinforcement (both positive and negative).

Let me provide you with a few examples of how how these concepts marry up.

Positive reinforcement of desired behavior: A first responder performs tasks safely and consistent

with best practices and is publicly acknowledged and recognized by a supervisor for the behavior.

Negative reinforcement of undesired behavior: A first responder performs tasks that are unsafe and

inconsistent with best practices and is privately counseled with a warning that continuing the

undesired behavior will result in a punitive consequence.

Negative reinforcement of desired behavior: A first responder performs tasks safely and consistent

with best practices and is admonished or ridiculed by a supervisor for performing the task with a

primary consideration for personal safety.

Positive reinforcement of undesired behavior: A first responder performs a task that is unsafe and

inconsistent with best practices and a supervisor who is aware of the behavior fails to address it.

What we allow, we condone

It is the last of these four psychological principles that I want to address, the positive reinforcement of

undesired behavior. Supervisors who chose to take the easy route, shirking their responsibilities and

obligations to the organization will not address situations when subordinates perform unsafe acts,

inconsistent with best practices.

Choosing popularity over accountability

Some supervisors feel their effectiveness is measured by their popularity. An effective supervisor

does not, by the nature of the position, need to be adversarial. But the supervisor has a role to play andthat role should be first, and foremost, ensuring the safety and well-being of subordinates.

Accountability trumps popularity.

Que: Explain training audit with levels, benefits & steps in training audit model?

Raining and Development Audit process

Key Points

A Training & Development Audit is undertaken each year on a random selection of members Members are obliged by the Regulations to respond to an audit request

All full-fee paying members and affiliates are obliged to meet the Training and Development

requirements. A random selection of those full-fee paying members and affiliates is made each year

for the Training and Development audit. Once selected, the audit will proceed as follows:

Step One

Once selected for a Training and Development audit, members will be sent anAudit Selection

Adviceletter and email, asking them to provide their Training & Development records.

The Regulations state you mustrespond to such a request from the Institute.
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Step Two

Once your response has been received, a member of the Professional Standards team will review your

Training & Development details. If you have satisfied the Training & Development obligations, you

will receive written confirmation of compliance.

If there is a shortfall in your Qualifying Hours, you will be contacted by Professional Standards to

discuss the matter further.

Similarly, a request for exemption will be reviewed and a response confirming the exemption, or

requesting more information, will be despatched.

How to Audit Employees

Step 1

Review the employee personnel files to determine if they contain documentation related to eligibility

to work in the United States, as well as signed acknowledgments that indicate employees receivedcopies of workplace policies, employee handbooks and that they have emergency contact information

on file. An emergency contact can be extremely useful in case of a workplace injury when someone

from the human resources department needs to contact someone on behalf of the employee.

Step 2

Compare the employee's job description to the actual tasks the employee performs in the regular

course of his or her job. Whenever an employee is assigned a new task or asked to perform another

job function, the employee's supervisor and a human resources staff member should update the job

description so it accurately reflects the employee's job responsibilities.

Step 3

Review payroll records to determine whether employees are properly classified as exempt or

nonexempt and if your payroll department is accurately processing overtime pay, when applicable.

Examine compensation records to ensure employees are being paid equal wages for comparable work

and that there's parity related to compensation for similar job functions throughout your organization.

Step 4

Obtain copies of employee benefit package information. Review the selections offered to employees

for group health plan coverage, including vision and dental plans, life insurance and long-term care

insurance policies. Ensure your benefits specialist maintains accurate records concerning employee

benefits and audit employment files that are protected under the Health Insurance Portability and

Accountability Act, or HIPAA.

Step 5

Talk to supervisors about the department's staffing levels. Although auditing individual employeefiles and job descriptions are helpful, another component of auditing employees includes reviewing

staffing models to measure the functionality of the company's various departments. For example,

when production demands grow, so should the staffing levels within each department unless the

company develops alternative methods to meeting production demands without hiring additional staff.

Step 6

Examine training and orientation records to ensure employees receive up-to-date orientation and

training on company policies, work processes and organizational structure. New employee orientation

and regular training is fundamental to providing employees with the necessary tools to meet the

company's expectations. In addition, leadership training ensures your supervisors and managers are

comfortable with the performance management system and are capable of providing feedback toemployees on a regular basis.


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Step 7

Obtain workplace safety logs and records pertaining to your company's safety program to determine

whether employees follow procedures related to complex machinery, dangerous equipment or

hazardous materials. Update employee personnel files with certificates of training for workplace

safety measures and update your leadership training materials with current information on the

organization's safety and risk management tools.

Benefits Of Auditing

Our main aim is to provide world class services to our clients in order to make our clients achievebusiness excellence.

Key benefits of Auditing Services:

Business is able to get a rare glimpse of the service and offerings from customersperspective.

Audits acts as a very good training and observation tool for managers. Audits acts as accountability tool for managers. Audits provides unbiased, objective image of your offerings and services at any given time. Audit results coupled with appropriate training and feedback delivery is received more

favorably than traditional monitoring by management. Audits perceived to be peers review rather than hierarchy in chain of command. Audit observations when delivered constructively, give the staff members a slice-of-life

approach to viewing their own actions and behavior. Audit results can be used very effectively for reward and recognition program for delivery

personnel.

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