TRAINING & DEVELOPMENT
Paul Alukal
TRAINING
Process of teaching new employees the basic skills they
need to perform the job
Process of providing current employees with specific skills or
helping them correct deficiencies in their performances
TRAINING VS DEVELOPMENT
Training has been referred to as teaching specific skills &
behavior
Development is considered to be more generic than training
and more oriented to individual needs in addition to
organizational needs and often aimed at management level
employees
Learning Training Development
Dimension
Meant for Skill Development as per job Overall growth of the employees
requirement
Focus Current job Current & future jobs
Goal Fix current skill deficit Prepare for future work demands
Content Specific job-related information Conceptual & General knowledge
Time-frame Short term Long term
TYPES OF TRAINING
Skills training – Most common in organizations. Need for
training in basic skills is identified through assessment. Specific
training objectives are set & training content is developed to
meet these objectives
Refresher training – Rapid changes in technology may force
companies to go in for this kind of training. By organizing short-
term courses which incorporate the latest developments in a
particular field, the company can keep its employees up-to-
date & ready to take on emerging challenges
Cross-functional training – Involves training employees to
perform operations in areas other than their assigned job. Job
rotation is one way of doing this. It helps employees to get a
better perspective of the job responsibilities in other domains
TYPES OF TRAINING
Team training – It generally covers 2 areas: content tasks &
group processes. Content tasks specify the team’s goals
such as cost control & problem solving. Group processes
reflect the way members function as a team
Creativity training – Some companies encourage their
employees to think out of the box, take risks & devise
unexpected solutions
Diversity training – Considers all the diverse dimensions in
the workplace – race, gender, age, disabilities, lifestyles,
culture, education & background while designing a training
program
APPROACH TO TRAINING
Analyze
Determine training needs
Design
Develop Training Objectives
Development
Create the Training Plan
Implementation
Conduct training
Evaluation
Compare training outcomes against criteria
ANALYZE PHASE
Organisational analysis – Involves a study of the entire
organization in terms of its objectives, resources, utilization of
these resources in order to achieve stated objectives
Job/role/task analysis – Detailed examination of a job, its
components, its various operations & conditions under which it
has to be performed. Focus here is on the roles played by an
individual & the training needed to perform such roles
Person analysis – Focus is on individual in a given job. First, we
try to find out whether performance is satisfactory & training is
required. Second, whether the employee is capable of being
trained & the specific areas in which the training is needed
DESIGN PHASE
Training Budget
Development Costs
Direct Costs
Indirect Costs
Participant Compensation
Evaluation Costs
Develop Training Objectives
Trainee Reaction Objectives
Learning Objectives
Transfer of Training Objectives
Organizational Outcome Objectives
DEVELOPMENT PHASE
Instructional Strategy
IMPLEMENTATION PHASE
Training Methods
Job Instruction Training (JIT)
Mentoring
Job rotation
Apprenticeship training
Off-the-job methods
JOB INSTRUCTION TRAINING (JIT)
Four-step instructional process involving preparation,
presentation, performance tryout & follow up
Used to teach workers how to do their current job
The 4 steps are:
Trainee receives overview of the job
Trainer demonstrates the job in order to give the employee a
model to copy
Employee is permitted to copy the trainer’s way. Demonstrations
by the trainer & practice by the trainee are repeated until trainee
masters right way to handle the job
Finally, employee does the job independently without supervision
MENTORING
Relationship in which senior manager in an organization
assumes responsibility for grooming a junior person
Technical, interpersonal & business skills are conveyed
In work situation, such mentoring can take place at both
formal & informal levels, depending on the work culture &
commitment from top management
JOB ROTATION
Involves movement of trainee from one job to another
Purpose of job rotation is to provide trainees with a larger
organisational perspective & greater understanding of
different functional areas
Cross-trained personnel offer great amount of flexibility for
organisations when transfers, promotions or replacements
become inevitable
APPRENTICESHIP TRAINING
Most craft workers are trained through formal apprenticeship
programs
Apprentices are trainees who spend a prescribed amount of
time working with an experienced guide, coach or trainer
Assistantships & internships are similar to apprenticeship
because they also demand high levels of participation from
the trainee
OFF-THE-JOB METHODS
Vestibule training – Trainees learn on the actual or simulated
equipment they will use on the job but are trained off the job
(perhaps in a separate room or vestibule). Used when it is too
costly or dangerous to train employees on the job
Self-Directed Learning – Content is pre-determined, but
trainees can learn the content at their own pace and in their
own way
Lecture method – Traditional & direct method of instruction.
Instructor organizes the material & gives it to a group of
trainees in the form of a talk
Conference/discussion approach – Trainer delivers a lecture &
involves the trainee in a discussion so that his/her doubts
METHODS OF EVALUATION
Questionnaire
Tests
Cost benefit analysis
Feedback
DEVELOPMENT
Refers to learning interventions that make people better
Executive or management development is a planned,
systematic & continuous process of learning & growth by
which managers develop their conceptual & analytical
abilities to manage
Concerned with improving the performance of managers by
giving them stimulating opportunities for growth
METHODS/TECHNIQUES OF
MANAGEMENT DEVELOPMENT
Decision-making skills
In-basket
Business Game
Case study
Interpersonal skills
Role play
Behaviour modelling
Job knowledge
Understudy
METHODS/TECHNIQUES OF
MANAGEMENT DEVELOPMENT
Organisational knowledge
Multiple Management
General knowledge
Special courses
Specific readings
DECISION-MAKING SKILLS
In-basket – Participant is given number of business papers.
The papers call for urgent actions to routine handling.
Participants are required to act after prioritizing each matter
Case study – Method that employs simulated business
problems for trainees to solve. Individual is expected to
study the given information in the case & make decisions
based on the situation
Business games – Simulations that represent actual business
situations. These simulations attempt to duplicate selected
factors in a specific situation, which are then manipulated by
the participants. Business games involve 2 or more
hypothetical organisations competing in a given product
market
INTERPERSONAL SKILLS
Role play – Technique in which some problem (real or
imaginary) involving human interaction is presented & then
spontaneously acted out. Participants may assume roles of
specific organisational members & act out their roles
Behaviour modelling – An approach that demonstrates
desired behaviour, gives trainees the chance to practice &
mimic those behaviours & receive feedback
JOB KNOWLEDGE
Understudy – Person who is expected to assume at a future
time, the full responsibility of the position currently held by
his/her superior. This method supplies the organisation a
person with as much competence as the superior to fill
his/her post which may fall vacant because of promotion,
retirement or transfer
ORGANISATIONAL KNOWLEDGE
Multiple management – System in which permanent advisory
committee of managers study problems of the company &
make recommendations to higher management. It is also
called Junior board of executives. These committees discuss
the actual problems & different alternative solutions after
which the decisions are taken
GENERAL KNOWLEDGE
Special courses – Workshops or executive development
programs organized by the institutes, universities & colleges
help the participants acquire general knowledge
Specific readings – Specific articles published by various
journals, specific portions of important books are provided to
improve general knowledge
