 Training and Developing Employees:

Training & Development  T & D processes - Need Analysis and methods of Training &
Development

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CONCEPT - CONCEPT -

 Do Organizations Need Training For a Thought……

 The answer is “YES”
 However, we must know the purpose and functions of  Every organization is guided by its
training before we can use it. goals and objectives…..……which are Affect
achieved through employees
 Key Factors
 Increasing a person’s Knowledge level increases  If employees can fulfill it and achieve
 i.e. Not unless new
productivity targets… Do we require Training &
targets are set or
Development?
need is identified !
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The Gap Training Needs

As training experts we must The reasons for not
Expected Curve
analyze the situation to making the 1,000
1,000 determine if: customers:
Customers Gap  Expected result too high  Not enough resources
200
Performance/ Customers
Actual Curve  Target achievable  Poor machines
Results
800  Is training the only way to  Poor staff skills
Customers
make it happen
Time
 Are there other factors.

In training terms this means we need to develop programs and

provide support to fill the Gap
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 CONCEPT - CONCEPT -
 Employee Training is a learning experience, it  Training is a systematic process through which an
seeks a relatively permanent change in employees organization’s human resources gain knowledge
that improves job performance. – DeCenzo & and develop skills by instruction, guidance and
Robbins practical activities that result in improved
corporate performance.
 Thus training involves changing skills, knowledge,
attitudes or behavior.

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Exercise 1 Importance of Training

 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
floor manager’s and waiters’ response towards the
guest’s criticism of being overcharged in your
restaurant.
 Maintains qualified products / services
 Achieves high service standards
 Why was the complaint made?
 Provides information for new comers
 Is there a training need?
 Refreshes memory of old employees
 Achieves learning about new things;
technology, products / service delivery

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Concept of Training & Development

Importance of Training
Differences between Training & Development
 Training:
 An organization’s planned effort to facilitate employees’ learning of
job-related competencies, present day oriented.
 It 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.
 Reduces mistakes - minimizing costs  E.g. Sales Job - Person: product information: current job based
 Opportunity for staff to feedback / suggest
improvements  Development:
 Improves communication & relationships - better  Formal education, job experiences, relationships and assessments of
teamwork personality and abilities that help employees prepare for the future.
 It is a long term investment in human resources.
 E.g. Sales Supervisor – Leadership, board based marketing and communication
skills
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 Exercise Response to exercise
 Imagine you are the manager of a factory with 50
workers making Pasmina for export to Europe.  Accidents report  Staff discipline report
 Sick leave report  Staff enquiries &
 Employee compensation complaints
 What information and evidence do you need before statistics  Guests complaints
you can say the employees need training?  Product quality control
 Refusal of orders made
report
 Wastage report  Quality of product report
 Try to list 5 ideas.
 Efficiency report  Market needs & trends
 Machinery out-of-order  Demographic data &
report background of employees

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Process of Training and Development (1)Training needs analysis

A. Organization analysis:
(1) Training needs analysis  identify training needs of the organization according to
(2) Instructional design its long-term goals-set the training goals.
(3) Validation B. Job analysis:
(4) Implementation  identify training needs according to job descriptions
(5) Evaluation and follow-up and specifications—specify skills/knowledge/behavior
to be trained.

C. People analysis:
 identify people that need training and their
trainability-identify potential trainees.

(2) Instructional design (3) Validation

A. Set training goals. A. Validate the training program before
B. Determine what to train. implementation.
C. Identify trainees.  Pilot study: conduct the program with a small number
of trainees to test its effect.
D. Choose training materials.
 Consultation: consult the trainees and their
E. Determine training modes and methods. supervisors on the appropriateness of the program.
F. Select trainers.
G. Schedule training. B. Make revision of the training programs before
H. Develop training budget. implementation.

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 (4) Implementation (5) Evaluation and follow-up
A. Obtain continuous support from line-management A. Types of evaluation:
to the training program.  Concurrent evaluation: evaluate training effects during
B. Appoint manager of the training program. training.
C. Develop managing guidelines for the program.  Immediate evaluation: evaluate training effects at the
D. Provide logistic supports. end of the training.
E. Conduct concurrent evaluation of the program.  Follow-up evaluation: evaluate training effect by
evaluating trainee performance over time.

(5) Evaluation and follow-up Methods of T & D

Forms of evaluation
 Written tests: Check learning results of knowledge.  Numerous training methods are available but some of
 Simulation: check learning results of skills. the popular techniques are presented for discussions
 Interviews: check training effects by talking to the
trainees and their supervisors.
 Questionnaire: check effectiveness of instruction
materials, trainer and training methods.
 Performance appraisal: check learning transfer and
training effectiveness on job.

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Methods of T & D Methods of T & D On the Job

Methods of • Apprenticeship
training • Workers are kept for certain apprenticeship period to learn the job,
while working on the job. (month to year).
• Trainees are paid less as compared to the regular pay.
• Trainees are put under guidance of experienced worker/supervisor
On the Job Off the Job • Facilitates quick learning as trainees learn in actual work scenario.
• Apprenticeship • Classroom lectures/Conferences • When this apprenticeship period is over, they are kept as a regular
• Job Instruction Training • Films/Videos employee with regular pay scale.
• Program Instruction Training • Simulation Exercises • E.g. Probation period etc.
• Job Rotation • Experimental Exercises & Role Plays
• Coaching • Computer Modeling
• Case Studies, Group Discussions,
Management Games
• Outdoor Training
© PhotoDisc

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 Methods of T & D On the Job Methods of T & D On the Job

• Job Instruction Training • Program Instruction Training

• Trainees are briefed about the job, objectives and the various possible • It typically consists of self-teaching with the aid of a
challenges specialized textbook or Manuals that presents material
• instructions/information are given very clearly (written) structured in a logical and empirically developed
• Trainees are asked to demonstrate their understanding as per above
sequence or sequences.
• Trainees are placed with a resource person, solve problems and the
queries as they arise. • Job Rotation
• Exchanging roles, moving from one job to another
• Conducted to
• broaden the background knowledge of trainees in
various jobs
• develop all round skills
• Helps new employees understand variety of jobs

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Methods of T & D On the Job Methods of T & D Off the Job

• Coaching • Classroom lectures/Conference

• Often considered responsibility of immediate boss who plays role of a • Lot of information can be share with large number of
guide and instructor trainees in a short period of time.
• Supervisors will necessary skills provide coaching and counsel trainees • Convey information on work, process, policy, rules,
• Immediate Feedback on performance is provided so that trainees can culture etc.
improve • Can use audio visuals, power point, boards for better
• Trainees are encouraged to perform at a desired level. learning
• E.g.? • Allows discussions and feedback

• Films/Videos
• Motion pictures on specific subject matter is used.
• Useful for learning which is difficult to acquire from other
methods
• E.g. Communication style, emotions, corporate environment
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Methods of T & D Off the Job Methods of T & D Off the Job

• Simulation Exercises • Experimental Exercises and Role plays

• Activities that allows trainees to work in artificial • Short but structured exercises where employees deal
environment that closely mirrors actual working with possible work scenario
conditions • Respond to specific problems they may actually
• E.g. encounter in jobs
• Flight training – pilot, crews • Afterwards discussions on such scenario takes place
• Astronauts, military • E.g. emergency situation, customer dealing,
• Using new machines, vehicles interviewing, grievance handling, team problem solving,
communication

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 Methods of T & D Off the Job Methods of T & D Off the Job

• Computer Modeling • Group Discussions

• Various computer programs are used for • where a group of people discuss issues.
technical jobs • For example, if an unfamiliar program is to be
• E.g. Accounting, Banking software, Architectural implemented, a group discussion on the new
drawings, animations etc. program would allow employees to ask questions
and provide ideas on how the program would work
• Case Studies best.
• Involves analysis of some past events that a
company had faced and trainees are required to • Management Games
develop various alternatives sometimes, • Management games simulate real-life issues faced
• Make optimum decision under given in the workplace. They attract all types of trainees
conditions, including active, practical and reflective
• This helps in increasing the decision making
employees.
skills of trainees. • E.g. ? …..…

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Methods of T & D Off the Job

Further Reading and References
 Outdoor Training  http://www.mhhe.com/business/management/noe2e/
 A nice break from regular classroom or computer-  www.shrm.org/education/hreducation
based training, the usual purpose of outdoor  http://www.articlesbase.com/self-improvement-articles Noe, R. A. (2008).
training is to develop teamwork skills. Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin.
 E.g. Wilderness or adventure training - participants  David A. Decenzo, and Stephen P. Robbins, Human Resource
live outdoors and engage in activities like Management, New Delhi: Wiley India Private Limited.
whitewater rafting, sailing,
 Bhawani Shanker Acharya, A Framework for Human Resource
Management, Kathmandu: Ashmita Books Publishers & Distributors
Pvt. Ltd.

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