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Human Resource
Management

TRAINING & DEVELOPMENT

Enhancing Communication Skills and

Leadership

TRANSMITTAL LETTER

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Ma’am Sobia Iqbal,
Department of Public Administration,
University of Karachi.

Dear Ma’am:

We are pleased to present you our final report, “Training & Development “ this
report add details including the proper process, approaches methodologies,
advantages and practices regarding the topic.

We hope that our report covered the maximum topics comes under T N’ D .We
look forward to discuss the report with you and present to our classmates.

Thank you

Group Members

Abdullahi
Abdul Kareemi
Arifa Abdullah
Sumaira Khan
Wardah Sabeen
Zahida Wasim

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 Topics Page
1. Definition of Training……………………………………… 4
2. Definition of Development ………………………………… 4
3. Goal and Aim of Training & Development………………... 5
4. Benefits of Training and Development…………………….. 5
5. Stress during Training and Development………………….. 5
6. Approaches…………………………………………………. 6
7. Methods or Techniques……………………………………... 6
8. Steps involve in Training and Development process……….. 9
9. How development is different from training………………... 11
10. Management development…………………………………. 12
11. Problem with management development effort……………. 12
12. References………………………………………………….. 13

Training and development has always played an important and an integral part in furthering
many kinds of human learning and development. In order to survive and to operate effectively,
all types of organization must adapt and respond in a timely and flexible way to technical,

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economic and social changes. This required has become imperative as we approach the twenty
first century and it implies that there are particular individual, group, organizational and
institutional attitude and perspective needed by the nation’s manpower. Training is one of the
processes by which such need can be realized.

Before examining how training is initiated and then organized it is necessary to define what we
mean by training.

TRAINING:
Training is an educational process. People can learn new information, re-learn and reinforce
existing knowledge and skills, and most importantly have time to think and consider what new
options can help them improve their effectiveness at work. Effective trainings convey relevant
and useful information that inform participants and develop skills and behaviors that can be
transferred back to the workplace.

Training can be defined as “a planned and systematic effort to modify or develop

knowledge/skill attitude through learning experience, to achieve effective performance in an
activity or range of activity”

Its purpose in the work situation is to enable and individual to acquire abilities in order that he or
she can perform adequately a given task or job.

DEVELOPMENT:
Development can be thought of as growing capabilities that go beyond those required by the
current job; it represents efforts to improve employees’ ability to handle a variety of
assignments.

Development should begin with the HR plans of an organization. Such plans deal with analyzing,
forecasting, and identifying the organizational needs for human resources. Also, HR planning
allows anticipating the movement of people through the organization due to retirement,
promotion, and transfers. It helps identify the capabilities that will be needed by the organization
in the future and the development necessary to have people with those abilities on hand when
needed.

GOAL OR AIM:
The goal of training is to create an impact that lasts beyond the end time of the training itself.
The focus is on creating specific action steps and commitments that focus people’s attention on
incorporating their new skills and ideas back at work.

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Training can be offered as skill development for individuals and groups. In general, trainings
involve presentation and learning of content as a means for enhancing skill development and
improving workplace behaviors.

BENEFITS OF TRAINING &DEVELOPMENT:

Turning now specifically to training, there are numerous potential benefits to be gained by
individual and by organization from well planned and effectively conducted training program.
Individual trainee can benefit in a number of ways

 In relation to there current position, trainees may gain greater intrinsic or extrinsic job
satisfaction.

 Training can contribute to the organization achieving its current objectives.

 Improved employee work performance and productivity.

 Training can be used to create positive attitudes through clarifying the behaviors and
attitudes that are expected from the employee.
 Training can be cost effective, as it is cheaper to train existing employees compared to
recruiting new employee with the skills you need.
 The other benefit of training is that it will keep your employees motivated. New skills
and knowledge can help to reduce boredom. It also demonstrates to the employee that
they are valuable enough for the employer to invest in them and their development.

MAJOR STRESS DURING TRAINING&DEVELOPMENT

PROCESS:
In any attempt to determining the most effective administration of the T&D process in a
particular firm, certain problems immediately emerge.

Some of these problems are:

1) How can training needs to be determined, and how can training need to be distinguish from
an organizational need that can be satisfied in some other way?
2) How can be people motivated to increase their capabilities?
3) What are the relative utilities of various training methods and devices?
4) How can be it determined to what extent the objectives of the training programs have been
achieved?

APPROACHES OF TRANING &DEVELOPMENT:

There are two approaches of training and development.

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 1. Traditional Approach

2. Modern Approach

1. TRADITIONAL APPROACH:
Most of the organization never used to believe in training. They were hold a traditional view that
managers are born not made. They were also some views that training is a very costly affair and
not worth. Organizations used to believe more in executive pinching.

2. MODERN APPROACH:
Organizations realized the importance of corporate training. Training is now considered as more
of retention tool than a cost. The training system has been changed to create a smarter work force
and yield the best result.

METHODS/TECHNIQUES OF TRAINING
&DEVELOPMENT:
1. ON THE JOB TECHNIQUE:
The development of manager’s abilities can take place on the job. The techniques for on the job
training and development are:

A) COACHING:

The oldest on-the-job technique is coaching, which is the daily training and feedback given to
employees by immediate supervisors. Coaching involves a continual process of learning by
doing. For effective coaching, a healthy and open relationship must exist between employees and
their supervisors or managers. Many firms conduct formal training courses to improve the
coaching skills of their managers. Unfortunately, like other on-the-job methods, coaching can be
temptingly easy to implement without any planning at all. Even if someone has been good at a
job or a particular part of a job, there is no guarantee that he or she will be able to coach someone
else to do it well.

B) JOB ROTATION:

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Job rotation is the process of shifting an employee from job to job. In some organizations, job
rotation is unplanned; other organizations have elaborate charts and schedules, precisely
planning the program for each employee. Especially when opportunities for promotion are
scarce, job rotation through lateral transfers may be beneficial in rekindling enthusiasm and
developing new talents. The best lateral moves do one or more of the following:

 Move the person into the core business.

 Provide closer contact with the customer.
 Teach new skills or perspectives.
In spite of its benefits, managers should recognize that job rotation can be expensive.
Furthermore, a substantial amount of managerial time is lost when trainees change
positions, because they must become acquainted with different people and techniques in
each new unit.

C) JOB INSTRUCTION TECHNIQUE (JIT):

It is received directly on the job and so it is often called “on the job” training. JIT uses a strategy
with focus on knowledge (factual and procedural), skills and attitudes development. It is used
primarily to teach workers how to do their current job. A trainer, supervisor, or coworker serves
as the instructor.

D) MENTORING:

Mentoring is an ongoing relationship that is developed between a senior and a junior employee.
Mentoring provides guidance and clear understanding of how the organization goes to achieve its
vision and mission to the junior employee.

2) OF THE JOB TECHNIQUES:

Of the job techniques are more of giving practical training to the trainee. The various methods in
this allow the trainee to behave in a real fashion. These methods are best used for skill
development.

This method is based on games and simulations. Game is defined as spirited activity or exercise
in which trainees compete with each other according to the defined set of rules. Simulation is
creating computer versions of real life games. It is about imitating or making judgment or
opining how events might occur in a real situation. Methods that come under this technique.

A) BUSINESS GAMES:

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  These are based on set of rules, procedures, plans, relationships, principles derived from
research.
 In business games, trainees are given some information that describes a particular
situation and then asked to make decisions that will best suit in the favors of the
company.

B) ROLE PLAYS:

 Roles plays is a simulation in which each participants is given a role to play

 Information is given to trainee related to
Description of the role
Concerns
Objectives
Responsibilities
Emotion etc.
 Then, a general description of the situation and the problem that each one of them faces is
given. Example: situation could be strike in factory, managing conflict between two
parties, scheduling vacation days etc.

C) IN BASKET TECHNIQUES:

 In this technique, trainee is given some information about the role to be played such as
description, responsibilities, general context about the role.
 The trainee is then given the log of material that make up the in- basket and asked to
respond to materials within a particular period of time.
 After all the trainees complete in-basket, a discussion with the trainer takes place.

D) EQUIPMENT SIMULATORS:

Equipment simulators can be used in giving training to:

 Taxi drivers
 Telephone operators
 Maintenance worker
 Product development engineer
 Air line pilots

E) CASE STUDY:

The trainee is given with some written material, and the some complex situations of a real or
imaginary organization.

F) LABORATORY TRAINING:

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Laboratory training is designed to enhance interpersonal skills. It can be used to develop desired
behaviors for future job responsibilities. Participants seek to improve their human relations
skills by better understanding themselves and other. This involves sharing experiences and
examining the feelings, behaviors, perceptions and reactions that result.

STEPS INVOLVE IN TRAINING & DEVELOPMENT

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.

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 need analysis is to find out the answers to the following
questions:

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- "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.

- 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.

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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. The
evaluation of training is the systematic collection of descriptive and judgmental information
necessary to make effective training decision related to the selection, adoption, value and
modification of various instructional activities. Thus training evaluation encompasses a variety
of approaches.

The reason for an evaluation system is simple. The evaluation of training programs is 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.

There are several obvious benefits for evaluating a training program. First, evaluations will
provide feedback on the trainer's performance, allowing them to improve themselves for future
programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an
efficient way to determine the overall effectiveness of the training program for the employees as
well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does
not have a true indication of the effectiveness of the training. Consider this information the next
time you need to evaluate your training program. You will be amazed with the results.

HOW DEVELOPMENT DIFFERENT FROM TRAINING:

Development is different from training, in that it is often the result of experience and the
maturity that comes with it. It is possible to train most people to run a postage meter, drive a
truck, operate a computer, or assemble a radio. However, development in such areas as
judgment, responsibility, decision making, and communications is much more difficult, because
such factors may or may not develop over time, either through life experiences or as part of a
planned program. While managers may need a variety of experiences to enhance their
development, a planned system of development experiences for all employees can help expand
the overall level of capabilities in an organization.

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MANAGEMENT DEVELOPMENT:
Development is important for all employees, but especially so for managers. Unless managers
are appropriately developed, resources (including employees) throughout the organization may
not be managed well. Management development should be seen as a way of imparting the
knowledge and judgment needed by managers to meet the strategic objectives of the
organization. Among these skills are leading, dealing with change, coaching and advising
subordinates, controlling operations, and providing feedback. Experience is an important part of
management development.

PROBLEM WITH MANAGEMENT DEVELOPMENT

EFFORTS:
Development efforts are subject to certain common mistakes and problems. The HR Perspective
illustrates a development problem that Japan is experiencing with managers as a result of the
changing nature of the Japanese economy. Most of the management development problems in
the United States have resulted from inadequate HR planning and a lack of coordination of HR
development efforts. Common problems include the following:

 Inadequate needs analysis

 Trying out fad programs or training methods
 Abdicating responsibility for development to staff
 Trying to substitute training for selection
 Lack of training among those who lead the development activities
 Using only “courses” as the road to development
 Encapsulated development

The last item on the list may require some additional explanation. Encapsulated development
occurs when an individual learns new methods and ideas in a development course and returns to
a work unit that is still bound by old attitudes and methods.

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REFERENCES:

 BOOKS:
Wert her, Davis (fifth edition)”Human resources and personnel
management”
Wendell L.French (sixth edition)”Human resources administration and
development”,(university, Washington)

 WEBSITES:
http://www.slideshare.com

http://www.answers.com

http://www.ezinearticles.com

http://www.wikipedia.com

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