Training & Development

Topics

 Why do we Need Training?

 What is Training & Training Principles?
 A Systematic Approach to Training
 A Training Lesson Plan

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 Your Objectives

Following this presentation you should be able to

complete the following objectives:
1. Describe why training is important and distinguish
amongst training, education and development
2. Define the ASK concept, and comment upon the
relative difficulty in developing people’s attitudes, skills
and knowledge
3. List the nine steps in the training process and be able to
explain each step with reference to hospitality examples
4. Develop an appropriate training lesson plan.

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 Do Organizations Need
Training
 The answer is “YES”
 However, we must
know the purpose and
functions of training
before we can use it.

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 The Gap Concept

Expected Curve

1,000 Cars Gap

Performance/ 200 Cars
Actual Curve
Results
800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
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 Training Needs

The reasons for not As training experts we

making the 1,000 must analyze the
cars: situation to determine if:
 Not enough resources  Expected result too high
 Poor machines  Target achievable
 Poor staff skills  Is training the only way to
make it happen
 Are there other factors.

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 Exercise 1

 Imagine you are the managing director of a

full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up
regarding their criticism of being
overcharged in one of your restaurants.
 Why was the complaint made?
 Is there a training need?

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3 Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
 Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
 Need for education and training programs
3. Employee Turnover
 Development plan for new employees

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 Importance of Training

 Maintains qualified products / services

 Achieves high service standards
 Provides information for new comers
 Refreshes memory of old employees
 Achieves learning about new things; technology,
products / service delivery
 Reduces mistakes - minimizing costs
 Opportunity for staff to feedback / suggest improvements
 Improves communication & relationships - better
teamwork
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 Benefits of Training

 Most training is
targeted to ensure
trainees “learn”
something they
apply to their job.

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 What is Training?

 Training is a systematic process through

which an organization’s human resources
gain knowledge and develop skills by
instruction and practical activities that result
in improved corporate performance.

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 Differences between Training,
Education & Development
 Training is short term, task oriented and targeted
on achieving a change of attitude, skills and
knowledge in a specific area. It is usually job
related.
 Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
 Development is a long term investment in human
resources.

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 The ASK Concept

 If we follow the GAP concept, training is simply

a means to use activities to fill the gaps of
performance between the actual results and the
expected results.
 This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge

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 Exercise 2

Rank ASK by difficulty to develop in people

 Attitude •Easy
 Skills •Moderately difficult
 Knowledge •Most difficult

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 Five Principles of Learning

 Participation: involve trainees, learn by doing

 Repetition: repeat ideas & concepts to help
people learn
 Relevance: learn better when material is
meaningful and related
 Transference: to real world using simulations
 Feedback: ask for it and adjust training
methods to audience.
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Kolb's experiential learning
style theory 

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 Concrete Experience - a new experience or situation is
encountered, or a reinterpretation of existing experience.
 Reflective Observation of the New Experience - of
particular importance are any inconsistencies between
experience and understanding.
 Abstract Conceptualization reflection gives rise to a new
idea, or a modification of an existing abstract concept (the
person has learned from their experience).
 Active Experimentation - the learner applies their idea(s) to
the world around them to see what happens.

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Learning Styles 

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 A Systematic Approach
to Training
Key Concepts in Preparing a Training Plan
Before you train and develop people identify what:
 They must know - before they can perform job
 They should know - to improve performance
 Would be nice for them to know – but not
necessary to perform duties.

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 Model of the Training Process*
*Goldstein, I. (2002) Training in Organizations 4th Ed.

Assessment Stage Training Stage Evaluation Stage

Organizational
Needs Assessment

Task Need Assessment

Development of Design & Select Measure Training

Training Objectives Procedures Results

Development of Train Compare Results to

Criteria for Training Criteria
Evaluation
Feedback 23
 Nine Steps in the Training
Process (APSDSCIEP)
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
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 1) Assessing Training Needs

Conduct a training needs analysis by either one, or

both, of the following

 External approach (company, guests, society)

 Internal approach – using a staff opinion survey.

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 Exercise 3

 Imagine you are the manager of a factory

with 500 workers making ice cream for
export to Europe.
 What information and evidence do you need
before you can say the employees need
training?
 Try to list 5 ideas.

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 Response to exercise 3

 Accidents report  Staff discipline report

 Sick leave report  Staff enquiries &
 Employee compensation complaints
statistics  Guests complaints
 Product quality control
 Refusal of orders made
report
 Wastage report  Quality of product report
 Efficiency report  Market needs & trends
 Machinery out-of-order  Demographic data &
report background of employees

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 Performance Analysis:
Assessing Current Employees’ Training Needs

Specialized Software

Assessment Center
Results Performance Appraisals

Individual Diaries Methods Job-Related Performance

for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?

Copyright © 2011 Pearson

Education 8–28
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2) Preparing Training Plan

Consider whether to design a long (5-10 years),

medium (3-5 years) or short (1 year) term
plan.
 Ask your self “What are we going to achieve
in the time period?”
 Use a holistic approach by using a calendar
for inputting your training activities.

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 Training Calendar Example

Training Area Month in the year

1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
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 Individual Plans

 For individual personalized training, we must

assess the trainees’ weakness and strengths
first before setting up appropriate programs.
 Training areas maybe tailor-made.
 Trainee should receive an individual
timetable for self progress.

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3) Specifying Training Objectives

Training Objectives must be specific & measurable.

Why? Very difficult to measure effectiveness after
course is finished.
 What should trainees be able to accomplish after
participating in the training program?
 What is the desired level of such accomplishment,
according to industry or organizational standards?
 Do you want to develop attitudes, skills, knowledge or
some combination of these three?

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 Training Objectives Of Airtel

 To improve organizational performance through dissemination of the

latest knowledge and skills among all categories of employees.
 To create the mechanism which will bring the attitudinal and behavioral
changes in AIRTEL Associates.
 To convert AIRTEL into a Learning Organization enhancing the speed
of learning as a basic process of learning.
 To act as a common forum to interact on productivity/ teaming/
leadership issues.
 To strive towards employee retention by providing suitable
developmental interventions.

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4) Designing the
Training Program(s)
1. Program duration 7. Training location &
2. Program structure environment
3. Instruction methods 8. Criteria & methods
4. Trainers qualification for assessing
participant learning
5. Nature of trainees and achievement
6. Support resources – 9. Criteria & methods
materials, OHP, for evaluating the
classroom program

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5) Selecting Instructional Methods
Note: This is the most important step

On-the job-training (OJT)

 learn while you’re working
Off -the job-training
 In house, training or classroom
 External, consultancies or attending external classes
 Independent bodies, such as government talks
 Distance learning, from books or notes
 Computer-assisted learning
 Interactive-video training
 Video conferencing, same as classroom except teachers and students are
in different locations.

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 Training Methods

 Apprenticeship Training  Computer-Based Training

 Informal Learning (CBT)
 Job Instruction Training  Simulated Learning
 Lectures  Internet-Based Training
 Programmed Learning  Learning Portals
 Audiovisual-Based Training
 Vestibule Training
 Teletraining and Videoconferencing
 Electronic Performance Support
Systems (EPSS)

Copyright © 2011 Pearson

Education 8–41
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 Training Methods Used In
Airtel
ON THE JOB METHOD
 Job Rotation
 Coaching
 Job Instructions
OFF THE JOB METHODS
Vestibule Training
Conference
Lecture Method
Role Playing

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 Topics Of Employee Training
In Airtel
1. Communications: The increasing diversity of today's workforce brings a wide variety of
languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting administrative and
office tasks.
3. Customer service: Increased competition in today's global marketplace makes it critical that
employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also,
today's diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include misunderstandings
and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and standards for
quality, etc.
8. Sexual harassment: Sexual harassment training usually includes careful description of the
organization's policies about sexual harassment, especially about what are inappropriate
behaviors.

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 Exercise 4

 Imagine you are the training manger of a hotel that

will open next year. Your GM asks you to develop a
training program that aims to boost the team spirit of
the newly formed Executive Committee Members.
 Your GM suggests you organize a two-day course in a
resort location from 9 to 5 for both days.
 Your task is to suggest 3 training methods that suit the
training theme described above.
Hint: this is attitude, not skills nor knowledge training
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 Response to exercise 4

Remember your training Suitable training methods you

theme was to change the might have listed:
individuals attitudes  Role-play
Employ exercises that  Games
trainees can:  Simulation exercises
 Participate in  Discussion/debate formats
 React to  Experiential exercises
 Provide feedback in  Self evaluation (e.g. video
tape trainees performance &
 Receive inspiration to
let them evaluate their own
move on behaviors).

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6) Completing the Training Plan

 Target group – assess your audience

 Topic – task, skill or attitude ingredient
 Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in
the training session
 Time – length, period, breaks important to consider
 Location – away from the office?

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7) Implementing the Training
Program
Besides trainers qualifications and experience:
 Participant selection
 Group comfort - physical & psychological
 Trainer enthusiasm & skills
 Effective communication
 Feedback mechanism
 The need to learn new training skills
 Preparation by trainers

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8) Evaluating the Training

Three Levels of Evaluation

1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of
trainees
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9) Planning Future Training

Last step in the training process

 After taking all evaluated comments, trainers
should modify the programs to keep good
things and make suggested improvements
 Remember, even with the same topic for
different trainees, trainers should address many
parts of the training process again and consider
new approaches.

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 Xiaomi
 To begin with, the organisation has put in a learning and development
initiative called Mi learning systems or Miles.
 Here, they have open programmes that are available for everyone and focus
on functional or technical skill building in areas, such as communications,
analytics, user interface/experience among others.
 After that, there is a learning programme for first-time managers called boot
camp, which is an eight-week rigorous programme. Here, all first-time
managers are taken through a structured learning session in the art and
science of management.
 As a part of the programme, managers are taught to conduct critical
feedback sessions, delegate and handle tough employees.

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AMAZON
 Number of employees: 245,200 employees worldwide
 Programs offered: An intensive, month-long training and leadership program
prior to hire. Amazon prepays 95% of tuition for employees at fulfillment
centers to take courses in in-demand fields. A “Virtual Contact Center” trains
employees to work from home.
 Why the company offers this perk: “We want our employees to be owners
from day one,” says Teal Pennebaker, corporate communications manager,
“so we train them to take ownership over products and services that impact
millions of customers. This helps them pioneer a career at Amazon.”
 What kind of employee the company is looking for: “We're a company of
pioneers. We seek out people who want to make bold bets, take ownership
and get their energy from inventing on behalf of customers,” says
Pennebaker.

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 Schneider Electric
 What the company does: Schneider Electric is a global specialist in energy
management and automation.
 Locations hiring: Globally
 Number of employees: 160,000
 Programs offered: Schneider Electric University offers dedicated academies
for executive development, leadership, customer education, energy and
solutions, sales excellence and functional skills. The company also offers
Energy University, a free online educational resource with more than 200
courses on energy efficiency and data center topics.
 Why the company offers this perk: “We believe providing high-potential,
early-career employees opportunities to build their portfolio with multiple
positions in multiple locations across the company,” says Jenna Roland,
employer branding specialist. “They will be stronger and more committed
leaders of our organization in the future.”
 What kind of employee the company is looking for: “We are looking for
people to embrace our high-performance culture by being straightforward, open,
passionate and effective and to challenge the status quo,” says Roland.

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 Marriott International Inc.
 What the company does: Marriott International is a leading hotel and lodging
company, with more than 4,400 properties in 85 countries and territories.
 Locations hiring: All hotel and headquarter properties are hiring.
 Number of employees: There are more than 200,000 employees at Marriott-
managed properties, including 102,301 employees in the U.S.
 Programs offered: Marriott International offers a variety of training to employees
worldwide using multiple training delivery methods, including virtual and in-
person. The training focuses on developing skills, and provides professional and
career development training. Topic areas include work-life balance, leadership and
management.
 Why the company offers this perk: “Marriott International offers our associates
training because we believe in the well-being and growth of each and every one,”
says Arne Sorenson, President and CEO, Marriott International.
 What kind of employee the company is looking for: “When I’m looking to hire,
I look for someone with passion,” says Sorenson. “We can train you to work at the
front desk, but we can’t train you to be empathetic or to smile.”

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 Infosys

 Retention of employees is the biggest challenge for every company.

To overcome this challenge, Infosys provides training and
development opportunities to its employees right from the start.
 The company has bagged many awards from ASTD as the world’s
best company for providing best training and development
opportunities to the employees.
 The company is known best for its Global Business Foundation
School which runs the program for all fresh engineering graduates
who join Infosys and prepare them for the technical and
environmental opportunities present in the market.

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 Infosys U

 Provides leadership program to new entrants to

develop leadership qualities.
 New engineering recruits undergo a 14.5 weeks
‘Initial Learning Program’ operated by the
company.
 This aims to transform engineers from diverse
disciplines into software professionals and
initiates them into the Infosys way of life.

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 Syndicate Bank- Syndicate Institute of Bank Management
(SIBM) and Apex Training Institute of the Bank of Manipal.
 Accenture: ‘Leaders teaching leaders’. In this program,
Accenture leaders share their past experiences for the
betterment of the working styles of the present employees.
Accenture provides its global portal ‘My learning’ in which
20,000 online courses are available. For this kind of
activities, Accenture won prestigious awards such as the
CLO Magazine Gold Award for Leading Business Change.

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 IBM: IBM education department was established to train and develop
employees. IBM is known for the use of e-learning programs to
address its learning solutions.
 The learning approaches used in IBM programs are learning from
interaction, simulation or games, collaborative learning, etc.
 IBM is also well-known for its program ‘IBM Connections’.

 The goal of this learning empowerment program is to bring new hires to

classroom for collaboration and networking, rather than having them
gather for a less-than-engaging lecture

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 A Training Lesson Plan
 Topic
 Summary of Key Points
 Training Objectives
 Duration of Each Activity in Each Session
 Training Contents
 Training Methods / Activities
 Break(s)
 Exercise to Warm Up
 Questions to test Understanding
 Conclusion

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 e.g. New Employee Orientation

Time Topic Method Activity

9:00-9:30 AM Welcome Speech Speech Talk & hand shake
by GM
9:30-10:00 AM Intro to Company Slide Slide Show &
Background Presentation Video Tape

3:00-4:00 PM Fire Safety Talk Security Fire Drill &

Manager Equipment

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 References

 Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human

resource management: a strategic approach, 4th ed. Fort
Worth : Harcourt College Publishers.HF5549 .A866 2002 
 Goldstein, I. L., Ford J.K. (2002) Training in
organizations : needs assessment, development, and
evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002 
 Greer, C.R. (1995) Strategy and human resources – a
general managerial perspective, Prentice Hall.
 Riley, Michael, (1996) Human resource management in the
hospitality and tourism industry, 2nd ed. Oxford ; Boston :
Butterworth-Heinemann.  TX911.3.P4 R55 1996 

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