TRAINING &

DEVELOPMENT There is noting training can not do;

nothing is above its reach; it can
turn bad morals to good, it can
destroy bad principles and create
good ones, it can lift men to
angelship.
Riyad Hossain, HR Enthusiast
Mark Twain
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WHAT IS DEVELOPMENT?
WHAT IS TRAINING?  Bringing about capacities that go beyond those
 Which aims to improve specific knowledge required by the current job
or skills  Efforts to improve an employee's ability to handle a
 Which can be achieved, and will show benefits, in variety of assignments
the short term
 Enhance the ability of an organization to compete
 Which influences behaviour and improves work and adapt to a changing competitive environment
performance
 Adds positive economic benefits to the production
 Which involves anyone in a supervisory position
of goods and services
 Which may also be unconsciously given
 The individual's career also gains focus and evolves
 DIFFERENCE BETWEEN
TRAINING & DEVELOPMENT
DIFFERENCE BETWEEN
TRAINING
TRAINING & DEVELOPMENT DEVELOPMENT
• Learn specific • Understand
behaviors and actions information, concepts,
• Demonstrate context
techniques and • Develop judgment;
processes expand capacities for
• Shorter term assignments
• Improves techniques • Longer term
not application • Qualified people
available when
needed

DIFFERENCE BETWEEN WHY DO WE NEED

TRAINING & DEVELOPMENT-------- TRAINING & DEVELOPMENT?

TRAINING DEVELOPMENT  Because of the changes that are occurring in modern

• Positive economic society & nature of work
• Cost benefit
relationship unclear benefit  Because people should be prepared to face
• Prolonged reaction continuous change
• Immediate reaction
• Directly related to  Because less skilled work is fast diminishing
• May not be directly
transformed into performance,  Because it is a prerequisite for entry into the
better performance promotion from productive workforce
• Technology based within possible  Because of the necessity that every individual should
competitive • HR based competitive make the maximum contribution to the organisation
advantage advantage & society
BENEFITS OF TRAINING & DEVELOPMENT: BENEFITS OF TRAINING & DEVELOPMENT:
FOR THE EMPLOYEE FOR THE ORGANISATION
 The opportunity for promotion and self-  Higher productivity through better job performance,
more efficient use of human resources
improvement
 Goals and objectives more effectively met
 Improved job satisfaction through better job
 Reduced costs due to less labour turnover, errors,
performance accidents, etc.
 A challenge: the chance to learn new things  A more capable, mobile workforce
 Adaptability: greater ability to adapt to and  Existing staff more easily retained
cope with changes increase job scope and  An insurance policy; employees are better able to cope
allow for job rotation with organisation's “exigencies”

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Training & Development – Joint Types of Training

Responsibility
• Employee Orientation
Organization
• On-the-job-training
Joint responsibility • Apprentice Programs
• Off-the-job Training
Individual • Online Training
Supervisor
staff • Vestibule Training
• Job Simulation
• Management Development
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Types of Training Types of Training

• Employee Orientation
– The activity that introduces new employees: • Apprentice Programs
• To the organization – Training programs involving a period during which a
• To fellow employees learner works alongside an experienced employee to
master the skills and procedures of a craft
• To their immediate supervisors
• To the policies, practices, and objectives of the firm
• Off-the-job Training
– Training that occurs away from the workplace and
consists of internal or external programs to develop
• On-the-job-training
any of a variety of skills or to foster personal
– Employee immediately begins his or her tasks and learns
development
by:
• Here at Highline, some people leave for a few years to get
1. Doing their Ph. D.
2. Watching others for a while and then imitating them

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Types of Training Types of Training

• Online Training • Job Simulation
– Training programs in which employees attend – The use of equipment that duplicates job
conditions and tasks so that trainees can learn skills
classes via the internet
before attempting then on the job
• Vestibule Training – Airline training
– Training done in schools where employees are – Tank training
taught on equipment similar to that used on • Management Development
the job – The process of training and educating employees to
• Auto Repair become good managers, and then monitoring the
• Computer Hardware progress of their managerial skills over time
 REACTIVE TRAINING: SYMPTOMS
PROACTIVE TRAINING: CHANGES
- Poor quality control
 Product type and demand
- Production problems
- Labour turnover  Work process
- Absenteeism  Technology changes
- Accidents  Legislation
- Grievances
 Financial factors
- Interpersonal conflicts
- Customer complaints  Political issues
- Ineffective use of staff specialists  Business expansion or contraction
- Poor supervision and management practices
- Unknown or misunderstood objectives

Training Process Model

Needs Assessment Definition

I. Needs II. Design, Developing &

Conducting A needs assessment is the process of identifying
Assessment Training performance requirements and the "gap" between what
performance is required and what presently exists.

III. Evaluating
Training
 Level of TNA Balancing Organization and
Individual Needs
• Organizational Needs
• Task Needs PRE DEFINED

• Individual Needs

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Effective Training Needs SETTING TRAINING OBJECTIVES:

Assessment  Objectives must be realistic
Methods of needs assessment include:  It must be possible to measure and assess
• Survey / questionnaire whether objectives have been achieved
• Individual interviews  Objectives must be communicated to trainees
• Focus group and how it will be evaluated
• Observation  Avoid confusion between objectives and policies
• Documentation review – performance
appraisals, prior training surveys, exit
interview data, stats.
 POINTS TO REMEMBER
SETTING TRAINING OBJECTIVES: WHEN SETTING OBJECTIVES

 Look for means of evidence of improved  The objectives must set out:
performance and achievement of objectives  Who performs the task
 When writing objectives, use wording which is  What level of education and experience s/he has
specific  What is to be measured and what trainees will
 Set out details be able to do at the conclusion
 What are the minimum performance standards
required
 How the task will be evaluated

DESIGNING A TRAINING PROGRAM POINTS TO CONSIDER

WHEN DESIGNING TRAINING
 Determining the numbers of people to be trained
 Arranging the time frame of training  What is desirable and what is practical?
 Specifying types of training appropriate  What is realistic and what is essential?
 Selecting training instructors  What financial limitations are there?
 The setting out of evaluation criteria  What accommodations are available?
 Integration with other plans of the organization  What written material is available?
 Plans must have the transparent backing of top-level  What level should course material be aimed
management (who may themselves require training at at?
times)
 What equipment resources are on hand?
 How competent are the session leaders?
 EVALUATION OF TRAINING EVALUATION OF TRAINING
 Reaction: how did trainees respond to the  Application: have observed changes
programme? Did they find it stimulating, resulted in improved performance on the
relevant, and of practical use; or did they job?
find it dull, tedious and of no relevance to  Results: has there been a change in work
their work roles? section or organisation performance as a
 Change: were there changes in attitude, or result of the application of learned skills or
increments in performance or knowledge as attitudes to the work situation?
a result of attending the course?

Case Study Training methods…1

Small Group Activity/
Discussion Method Pros Cons
Lectures/  allows the trainer to convey
Role Play presentations information quickly to a large group
Demonstration
 persuasive
Written exercises  allows for individualised learning
 adjustable to different levels
Lecture
Group discussions  involves everyone
Training Methods  can explore new ideas
 flexible
Case studies  realistic and work-related
 great for problem-solving

Role plays  provides environment for practice

 allows for testing ideas
 Training methods…2 Questions…?
Method Pros Cons
Games and high level of involvement and
simulations interest
memorable and fun
Questionnaires self-awareness
allows time for reflection
Project work with useful for knowledge and skills
presentation practice
effective for recall of knowledge
Videotaped useful for self assessment
simulations with provides medium for peer feedback
playback
Brainstorming energisers and fun
great for stimulating ideas