training & development(2)

8/3/2019 Training & Development(2)

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TRAINING &DEVELOPMENT


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What is training?

Training refers to a planned effort by a

company to facilitate employees learning

of job-related competencies.The goal of training is for employees to

master the knowledge, skill, and behaviors

emphasized in training programs, and apply them to their day-to-day activities

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I. Needs Assessment

1. Organizational Level

2. Job Level

3. Individual Level


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1. Organizational Level Technology change.

Organizational restructuring.

Change in workforce.

Marketing Plans.

Productivity measures


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2. Job Level Job and task analysis.

Identify Key areas. Review procedural and technical

manuals.

Design Training Program


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3. Individual Level

Determine who needs training and whatkind.

Tests.

Prior training and experience.

Performance review.

Career assessment.


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Need for Training

Changing technology, Technology ischanging at a fast pace: The workers must

learn new techniques to make use of

advanced technology.

Quality conscious customers: customersneeds keep on changing & they are very

conscious.

Greater productivity: To increaseproductivity & reduce the cost of

production, it is necessary to have the

training


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Needs contd..,

Stable workforce: Training creates afeeling of confidence in the minds of the

workers. Increased safety: trained workers handle

the machines safely.they know the use of

various safety devices in the factory. Better Management: it can be used an

effective tool of planning & control.


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Objectives of Training

To increase the knowledge of workers indoing specific jobs.

To impart new skills among the workerssystematically so that they learn quickly.

To bring about change in the attitudes of

the workers towards fellow workers,supervisor and the organisation


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Objectives contd..,

To improve overall performance of theorganisation

To make the workers handle materials,

machines and equipment efficiently and

thus to check wastage of time & resources.

To reduce the number of accidents by

providing safety training to workers.

To prepare workers for higher jobs by

developing advanced skills in them.


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TYPES OF TRAINING

On the basis of above purposes, several typesof training programmes are offered to theemployees. These are,

Induction or orientation training

Job training

Apprenticeship training

Internship training Refresher training or retraining

Training for promotion


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Induction or Orientation

Training Concerned with introducing or orienting a

new employee to the organisation & its

procedures, rules and regulations. The purpose is to give a birds eye view of

the organisation where he has to work.

It is a very short informative training givenimmediately after recruitment


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Job Training

Job training relates to specific job which the

worker has to handle.

It gives information about machines, processof production, instructions to be followed,methods to be used and so on.

It is a formal in-plant training programmes.

It helps in creating interest of the employeesin their jobs.


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Apprenticeship Training

This programme tends more towardseducation than merely on the vocationaltraining.

Under this both knowledge & skills in doing ajob or a series of related job are involved.

The Governments of various countries have

passed laws which make it obligatory oncertain classes of employers to provideapprenticeship training to the youngemployees.


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Internship Training

Under this method, an educational orvocational institute enters into arrangementwith an industrial enterprise for providing

practical knowledge to its students. This training is usually meant for where

theoretical knowledge is to be backed up bypractical experience on the job.

And it is quite usual that enterprise givingthem training absorb them by offeringsuitable jobs.


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Refresher Training or

Retraining It is meant for the senior employees of the

enterprise.

The basic purpose of refresher training is to

acquaint the existing workforce with the latestmethod of performing their jobs and improvetheir efficiency further.

This is very essential because of; To bring them up-to-date with the knowledge

Rapid technical changes

Many new jobs arises due to changes in demand forgoods & services


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Training for Promotion

The talented employees may be given

adequate training to make them eligible for

promotion to higher jobs in the organisation. Promotion of an employee is the change in

his responsibilities and duties.

The purpose of training for promotion is to

develop the existing employees to make

them fit for undertaking higher job

responsibilities.


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Methods of Training

The various methods of training may be

classified into the following categories:

On the job training Off the job training

Vestibule training


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On the - job Training

The worker is given training at the work place

by his immediate supervisor.

It is based on the principle of learning bydoing.

It is relatively cheaper & less time consuming

In this supervisors play an important part in

training the subordinates.

There are four methods of on the job

training described below.


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Methods of on-the-job

training Coaching:

the supervisor imparts job knowledge & skills

to his subordinate. The emphasis in coaching or instructing the

subordinate is on learning by doing.

This method is very effective, if the superior

has sufficient time to provide coaching to hissubordinates.


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training contd.., Understudy:

The superior gives training to a subordinate

as his understudy or assistant. The subordinate learns through experience &

observation.

The purpose of understudy is to prepare

someone to fill the vacancy caused by death,retirement, promotion or transfer of the

superior.


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training contd.., Position Rotation:

The trainee is periodically rotated from job tojob instead of sticking to one job so that heacquires knowledge about different jobs.

Job rotation is used by many organisations todevelop all round workers.

The employees learn new skills & gainexperience in handling different kinds of jobs.

They also come to know the interrelationshipbetween different jobs.


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On-The-Job Training

Provides realism.

Allows active practice.

Provides immediate

feedback. High motivation.

High transfer to job.

Lowers training cost.

Disruptions to operations.

May damage equipment.

Inconsistent acrossdepartments.

Inadequate focus on underlyingprinciples.

Lack of systematic feedback.

Transfer of improperprocedures.

Trainee stress.

PROS CONS


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Off-The-Job Training

It requires the worker to undergo training for

a specific period away from the work-place.

The workers are free from tension of workwhen they are learning.

Off-the-job training are concerned with both

knowledge & skills in doing certain jobs.

There are several off-the-job methods oftraining & development as described below:


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Methods of off-the-job

training Special Lecture cum Discussion:

Training through special lectures is alsoknown as class room training.

It may be delivered by some executives of theorganisation or specialists from professionalinstitutes.

Many firms also follow the practice ofinviting experts for special lectures for thestaff on matters like health, safety,productivity, quality etc.,


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Methods of off-the-job-

training: Conference Training:

A conference is a group meeting conducted

by an organised plan in which the membersseek to develop knowledge & understandingby oral participation.

It is conducted in big hall where the

participants are allowed to exchange theirviews & raise queries.


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Methods of 0ff-the-job

training: Case study:

The case method is a means of simulating

experience in the class room. Under this method, the trainees are given a

case or problem which is related to the jobs.

They analyse the problems & discuss the

solutions in the session.


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1. Classroom Instruction

Efficient dissemination

of large volume of

information. Effective in explaining

concepts, theories, and

principles. Provides opportunity for

discussion.

Learner does not controlpace or content

Does not considerindividual differences.

Limited practice.

Limited feedback.

Limited transfer to job.

PROS CONS


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2. Video and Film

Provides realism.

Adds interest.

Allows scheduling

flexibility.

Allows exposure to

hazardous events.

Allows distribution to

multiple sites.

Does not considerindividual differences.

Limited practice.

Limited feedback.

Adds additional cost.

due to:

* Script writers

* Production specialists

* Camera crews

PROS CONS

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3. Computer Assisted

Instruction

Efficient instruction.

Considers individualdifferences.

Allows schedulingflexibility.

Allows active practicefor some tasks.

Allows learner control.

Provides immediatefeedback to tasks.

Limited in presentingtheories and principles.

Limited discussion.

Transfer depends onparticular job. (Good forcomputer work.)

High development cost(40-60 hours per hour ofinstruction at approx Rs.10,000 per hour.)

PROS CONS


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5. Simulation

Provides realism.

Allows active

practice.

Provides immediate

feedback.

Allows exposure to

hazardous events. High transfer to job.

No job interference.

Lowers trainee stress.

Cannot cover all jobaspects.

Limited number of

trainees. Can be very expensive

(for example, aircraftsimulators and virtual

reality simulators).

PROS CONS


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Vestibule Training:

It is used to designate training in a class room

for semi-skilled jobs.

It is more suitable for large number ofemployees must be trained at the same timefor the same kind of work.

It is used to train clerks, machine operators,

typists etc


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Formal evaluation: uses observation,interviews, and surveys to monitortraining while its going on.

Summative evaluation: measures

results when training is complete in fiveways:

1. Reaction

2. Knowledge

3. Behavior

4. Attitudes

5.Productivity

III. Evaluating Training

Effectiveness


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Types of Evaluation Designs

Train Measure

Post Test Only. Cannot tell if there is a changein knowledge or skill.

Measure Train Measure

Pre-test with Post-test. Detects a change, but

cannot tell if training was responsible.


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Methods of Evaluation:

The opinions & judgements of trainers ,superiors and peers.

Asking the trainees to fill up evaluationforms.

Using a questionnaire to know the reactionsof trainees.

Giving oral & written tests to trainees toascertain how far they have learnt.

Arranging structured interviews with thetrainees.


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Evaluating methods contd..,

Comparing trainees performance on the jobbefore and after training

Studying profiles and career developmentcharts of trainees.

Measuring levels of productivity, wastage,costs, absenteeisms and employee turnoverafter training.

Trainees comments & reactions

Cost benefit analysis of the trainingprogramme.


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Steps in training Programmes

Discovering or identifying the training needs

Getting ready for the job.

Preparation of the learner. Presentation of operation & knowledge

Performance try-out

Follow-up and evaluation of the programe.


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Discovering the training

needs: It involves five tasks:

TaskDescription Analysis List the duties & responsibilities or tasks of the job

under consideration, using the job description as aguide.

List the standards of work performance on the job.

Determining Training needs

Compare actual performance against standards Determine which parts of the job are giving the

employee trouble.

Determine what kind of training is needed.


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Getting ready for thejob:

Under this step it is to be decided as to who is

to be trained- the newcomer or the older

employee, or the supervisory staff, or all ofthem selected from different departments.


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Preparation of the Learner:

Familiarising him with the equipment,

materials, tools and trade terms.

Creating interest and encouraging questions,finding out what the learner already knowsabout his job or the other jobs.

Stating the importance & ingredients of the

job, and its relationship to work flow;


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Presentation of Operation &

knowledge: The trainer should clearly tell, show, illustrate

& question in order to put over the new

knowledge & operations.

For this the trainer should make use of audio-visual aids.


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Performance try out:

Giving written or oral tests to trainees to

ascertain how far they have learnt the

techniques & principles.

Observing trainees on the job itself andadministering performance tests to them.

Arranging structured interviews with the

participants

Sending them questionnaires


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Follow up:

It is testing the effectiveness of training

efforts

Putting a trainee on his own

Checking frequently to be sure that he has

followed instructions

Extra supervision & close follow up until he is

qualified to work with normal supervision.


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COMPARISION

TRAINING DEVELOPMENT

Training means learning skills&knowledge for doing a

particular job. It increases jobskills

It is imparting specific skillsamong operative workers &employees

It is concerned withmaintaining & improvingcurrent job performance.Thus it has a short termperspective

Development means the

growth of an employee in allrespects, it shapes attitudes.

It is associated with overall

growth of the executives.

Executive development seeks

to develop competence &skills for future performance.Thus it has long term

perspective.


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COMPARISIONCONTD..,

TRAINING DEVELOPMENT

Training is job-centered innature

The role of trainer orsupervisor is veryimportant in training

Development is career-centered in nature.

All development is selfdevelopment. Theexecutive has to beinternally motivated for

self-development.

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