This document discusses training methods for employees. It defines training methods as techniques used to improve an employee's knowledge and skills to perform jobs effectively. There are two main types of training methods: on-the-job training and off-the-job training. On-the-job training methods include apprenticeships, job instruction training, job rotation, and coaching. Off-the-job training methods involve removing employees from the work environment for training through lectures, demonstrations, seminars, and simulations. Both methods have advantages and disadvantages for employee skill development.
This document discusses training methods for employees. It defines training methods as techniques used to improve an employee's knowledge and skills to perform jobs effectively. There are two main types of training methods: on-the-job training and off-the-job training. On-the-job training methods include apprenticeships, job instruction training, job rotation, and coaching. Off-the-job training methods involve removing employees from the work environment for training through lectures, demonstrations, seminars, and simulations. Both methods have advantages and disadvantages for employee skill development.
This document discusses training methods for employees. It defines training methods as techniques used to improve an employee's knowledge and skills to perform jobs effectively. There are two main types of training methods: on-the-job training and off-the-job training. On-the-job training methods include apprenticeships, job instruction training, job rotation, and coaching. Off-the-job training methods involve removing employees from the work environment for training through lectures, demonstrations, seminars, and simulations. Both methods have advantages and disadvantages for employee skill development.
This document discusses training methods for employees. It defines training methods as techniques used to improve an employee's knowledge and skills to perform jobs effectively. There are two main types of training methods: on-the-job training and off-the-job training. On-the-job training methods include apprenticeships, job instruction training, job rotation, and coaching. Off-the-job training methods involve removing employees from the work environment for training through lectures, demonstrations, seminars, and simulations. Both methods have advantages and disadvantages for employee skill development.
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TRAINING METHODS
BY: MUDHALIYAPPAN R M. SC., NURSING DEFINITION: TRAINING METHOD REFERS TO A WAY OR TECHNIQUE FOR IMPROVING THE KNOWLEDGE AND SKILLS OF AN EMPLOYEE FOR DOING ASSIGNED JOBS PERFECTIVELY. • The organization has to consider the nature of the job, size of the organization & workers, types of workers, and cost for selecting a training method. • There are different types of Training methods. TYPES: 1. ON-THE-JOB TRAINING OR INTERNAL TRAINING
2.OFF-THE-JOB TRAINING OR EXTERNAL
TRAINING 1. ON-THE-JOB TRAINING OR INTERNAL TRAINING
• These methods are generally applied in the workplace
while employees are working. • This form helps develop the occupational skills necessary to manage an organization and fully understand its products and services and how they are designed and carried out. FOLLOWING ARE THE ON-THE-JOB METHODS.
1.Apprenticeship programs. 5. Creation of assistant to positions.
2.Job instruction training (JIT). 6. Temporary promotions. 3.Planned progression. 7. Committees and junior boards. 4.Job rotation. 8. Coaching APPRENTICESHIP PROGRAMS
• People seeking to enter the skilled trades to become, for example,
plumbers, electricians, Ironworkers are often required to undergo apprenticeship training before they are accepted to journeyman status. • Typically this apprenticeship period is from two to five years. During this period, the trainee is paid less than a qualified worker. JOB INSTRUCTION TRAINING (JIT)
• JIT consists of four basic steps;
1.preparing the trainees by telling them about the job and overcoming their uncertainties; 2.presenting the instruction, clearly giving essential information; 3.having the trainees try out the job to demonstrate their understanding; and 4.On their own, placing the workers into the job with a designated resource person is ready to provide the required assistance. PLANNED PROGRESSION
• It is a technique that gives employees a clear idea of
their path of development. They know where they stand and where they are going. • They must know the requirements for advancement and the means of achieving it. JOB ROTATION
• It involves periodically moving people from one job to
another. • The purpose of job rotation is to broaden the knowledge of managers or potential managers. It also increases their experiences. Trainees learn about the different enterprise functions by rotating into different positions. • They may rotate through; • (1) non-supervisory work, (2) observation assignments, (3) various managerial training positions, and (4) middle-level assistant positions • Such movement prevents stagnation. • Other reasons for rotating people include compensating for a labor shortage, safety, and preventing fatigue. CREATION OF ASSISTANT – TO POSITIONS
• Asistant-to positions are frequently created to broaden the viewpoints of trainees
by allowing them to work closely with experienced managers who can give special attention to the development needs of trainees. Managers can provide selected assignments to test the judgment of trainees. • This approach can be efficient when superiors are also qualified trainers who can guide and develop trainees until they are ready to assume full responsibilities as managers. TEMPORARY PROMOTIONS
• Individuals are frequently appointed as acting managers when, for
example, the permanent manager is on vacation, is ill, or is making an extended business trip, or even when a position is vacant. • When the acting manager makes decisions and assumes full responsibility, the experience can be valuable. In this way, managerial people can be trained up well. COMMITTEES AND JUNIOR BOARDS
• These give trainees opportunities to interact with experienced managers.
• The trainees become acquainted with a variety of issues that concern the whole organization. They learn about the relationships among different departments and the problems created by the interaction of these organizational units. • Trainees may submit reports and proposals to the committee or the board and demonstrate their analytical and conceptual abilities. COACHING
• Effective coaching will develop the strengths and potentials
of subordinates and help them overcome their weakness. • Coaching requires time, but if done well, it will save time and money and will prevent costly mistakes by subordinates; thus, in the long run, it will benefit all – the superior, the subordinates, and the enterprise. OFF-THE-JOB TRAINING OR EXTERNAL TRAINING
OFF-THE-JOB TRAINING IS SOMETIMES
NECESSARY TO GET PEOPLE AWAY FROM THE WORK ENVIRONMENT TO A PLACE WHERE THE FRUSTRATIONS AND BUZZ OF WORK ARE ELIMINATED. ADVANTAGES OF OFF-THE-JOB TRAINING
• Off-the-job training has the following advantages :
1.It does not disrupt the normal operation. 2.Trainers are usually experienced enough to train, 3.It is systematically organized, 4.Efficiently created programs may add a lot of value. DISADVANTAGES OF OFF-THE-JOB TRAINING
• It is claimed that off-the-job training faces the following limitations:
1.It is not directly in the context of the job, 2.It is often formal, 3.It may not be based on experience, 4.It is expensive, 5.Trainees may not be much motivated, 6.It is artificial in nature. METHODS OF OFF-THE-JOB TRAINING ARE:
1.Lectures. 2.Straight lecture. 3.Discussion method. 4.Demonstrations. 5.Seminars and conferences. 6.Reading, television, and video instructions. 7.Business Simulation. 8.Cases presentation. 9.Equipment simulators. Business games. 10. Business games 11. Experimental exercise. 12. Role-playing. 13. Behavior Modeling. 14. Computer modeling. 15. Vestibule training. 16. Sensitivity Training (T-groups). 17. Computer-based training. THANK YOU
