Naman Sharma, PhD

Training & Development

Training & Development
• Maintains qualified products / services
• Achieves high service standards
• Better job satisfaction and motivation
• Provides information for new comers
• Refreshes memory of old employees
• Achieves learning about new things; technology, products / service delivery
• Reduces mistakes - minimizing costs
• Profit growth & cost savings
• Opportunity for staff to feedback / suggest improvements
• Improves communication & relationships - better teamwork
• Loyalty and retention
The Gap Concept

Expected Curve
4.8/5
ratings Gap
Deficit 0.5
Performance/ Actual Curve
Results
4.3/5 ratings

Time
In training terms this means we need to
develop programs to fill the Gap
5
The ASK Concept

• If we follow the GAP concept, training is simply a means to use activities

to fill the gaps of performance between the actual results and the
expected results.
• This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge
Exercise
Match ASK by difficulty to develop in people

• Attitude •Easy
• Skills •Moderately difficult
• Knowledge
•Most difficult
 Training

Training employees is about teaching them how

to perform a specific task or procedure. It’s
usually focused on short-term gains—enabling
employees to become better at their current job.
 Development

Developing employees involves helping them to

identify and realize their potential aimed at
preparing them for their future role in the
company. It’s usually focused on the long-term
gains.
Diethelm Keller Siber Hegner (DKSH)
 Leadership Programs
Entry Level Experienced Level (Lateral)
Finance Management Program (FMP) Human Resources Leadership Program (HRLP)
-The program is a combination of on the job 3- eight months assignments
assignments and coursework along with interactive
seminars on technical, financial and business skills.
Commercial Leadership Program (CLP) Experienced Commercial Leadership Program (ECLP)
- 2 yr intensive marketing and sales programme 3 –eight months rotational programs in marketing &
sales
Operations Management Leadership Program (OMLP) Communications Leadership Development Program
-rotational assignments in shop operations, process (CLDP)
engineering, lean manufacturing, global supply Rotational 3-eight months rotations in GE
chain management, materials management, businesses
environmental health and safety, project
management.
Information Technology Leadership Program (ITLP)
-four six-month assignments with on the job
exposure to various technologies along with global
exposure
 Types of
Products and Services training Training
06 05 Used to educate staff on the latest products,
services or features your company offers so that
they can provide the right support to customers.

Soft skills training 07

04
More in the area of employee development, soft
skills training helps your workforce enhance
Leadership personal attributes like communication, EI etc.

The best employees often get

promoted to management positions
Technical Training

03
Technical training is for jobs that
Safety Training
and, when this happens, they need
to be trained in skills like decision- require technical skills like data
making, conflict resolution and analysis, programming, etc. Employees are required to take
project management. occupational health and safety
Onboarding training so that the company can

02
stay compliant with industry
It is a series of ongoing lessons or learning standards.
sessions to help a new employee acquire the
critical skills they need.

Orientation

01
A one-time event to welcome a new
hire that usually covers topics like
company mission, corporate culture,
administrative procedures.
ADDIE Model for Training
Training & Development
Methods
 On the job training
• Coaching or understudy
• Job rotation
• Special assignment

A common example of OJT is a software vendor training employees in the HR

department to use a new talent management system.
 E-learning
• One of the most popular training methods today as it allows
workers to learn at their own pace.
• For organizations biggest advantage is the ability to train a
large number of people at a relatively low cost.

Source: Linkedin workplace

learning report 2019
 Apprenticeship
• A structured process by which people become
skilled workers through a combination of classroom
instruction and on-the-job training.

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 Job Instruction Training (JIT)
• listing each job’s basic tasks, along with key
points, in order to provide step-by-step training
for employees.

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 Programmed Learning
A systematic method for teaching job skills,
involving presenting questions or facts, allowing the
person to respond, and giving the learner
immediate feedback on the accuracy of his or her
answers.

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 Behavior Modeling
Stages-
1. Modeling. First, trainees watch live or video examples showing employees
behaving effectively in a problem situation. Thus, the video might show a
supervisor effectively disciplining a subordinate, if teaching “how to discipline” is
the aim of the training program.
2. Role-playing. Next, the trainees get roles to play in a simulated situation; here
they are to practice the effective behaviors demonstrated by the models.
3. Social reinforcement. The trainer provides reinforcement in the form of praise
and constructive feedback.
4. Transfer of training. Finally, trainees are encouraged to apply their new skills
when they are back on their jobs.
• Total workforce ~33k
• Average age 25
• Travelling 100 kms on an average
• Access to smartphones

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 Fishbowl Technique
• Two groups
• One group demonstrate and
actively discuss
• Other group observes and
shares their point of view at a
later stage.
• Observers are aimed at
developing an understanding
on work dilemmas and
behavioral issues.

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 Other Types of Training
• Audiovisual-based
• Electronic Performance
Support System (EPSS)
• Videoconferencing
• Computer-Based Training (CBT)
• Vestibule Training/Simulated
Learning and Gaming
Training Needs Assessment
 Why do TNA?
• Perceptual errors creep in
• Wrong programs get designed
• Programs are ill-designed
• Learning needs are not met
• Inability to measure training impact
• Ultimately, erosion of credibility of L&D

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 Needs Assessment
• Organization – What is the context in which training
shall occur
• Person – Who needs training?
• Task – What subjects should the training cover?

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 Potential sources to understand training needs

• Accidents report • Staff discipline report

• Turnover report • Staff enquiries & complaints
• Employee compensation statistics • Guests complaints
• Product quality control report • Refusal of orders made
• Wastage report • Quality of product report
• Efficiency report • Market needs & trends
• Machinery out-of-order report • Employees skill and background report
 Other methods for conducting TNA
• Questionnaire
• In-depth interviews
• Focus groups

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Training Effectiveness
Evaluation
Kirkpatrick's Training Evaluation Model

• Peer/Supervisory feedback
• On the job assessments
• Follow up observations

Level 1 Level 2 Level 3 Level 4

Reaction Learning Behaviour Results

• Pre & Post training

• Pre and Post
metrics
• Observations
tests • Surveys with
• Anonymous feedback • Interactive stakeholders
between sessions assessments • ROI w.r.t. Training costs
• Apps/Platform for • Individual & and performance
real-time reactions Group Exercises improvement metrics