Chapter 4:

TRAINING AND
DEVELOPMENT
P R E PA R E D B Y:

S I T I K H ADIJAH M OH D
M OK H TAR
P OL IS AS
Course Learning Outcomes
At the end of this chapter, students should be able:
1. Define what is training.
2. Distinguish between training, development
and education.
3. Determine the benefits of training and
development to the organization.
4. Discuss the training need analysis.
5. Explain employee orientation.
6. Determine the purposes of orientation.
7. Clarify types of orientation.
8. Describe training approach and its common
methods.
 Introduction
• Training and Development (T&D) is the heart of a continuous effort designed to improve employee
competency and organizational performance.
• Therefore, the objectives of T&D are to improve workers productivity and the organization
profitability.
• Training is a future investment though expansive but the society expects a return from the few trained
individual.
 • Training is the attempt by an organization
to change employees through the learning
process so that are able to perform their
jobs as efficiently as possible.
Definition of • Training is conducted to increase the
knowledge and skills, changing

Training individual/workers to be efficient in their

work.
• It is a learning process which is planned
and conducted by an organization to
provide knowledge, skulls and the required
attitude to help employees execute their
work and improve their current work
performance.
• For example it focuses on
teaching employees how to use particular
machines or how to do specific tasks to
increase efficiency.
 Changes Resulted From Training

• Curiosity
• Desire to succeed
Change
Attitudes
•
•
•
Open-mindedness
Resilience
Self-regulation
A
THE ASK MODEL

• Intellectual
Develop
Skills
•
•
Social
Communicative
S
• Physical

• Facts
Increase
Knowledge
•
•
Figure
Concepts
K
• Ideas

3– 5
Comparisons between Training, Development and
Education
Training

Education
Development
• Training refers to a
systematic setup where • Education is undertaken
employees are instructed in the hopes of furthering
and taught matters of the individual’s
technical knowledge • Development is a knowledge and
related to their jobs. process of learning or developing intellect.
growth of personal • A well-planned program
• Training is concerned orientation.
with increase in aimed at developing
knowledge, skill and • It is the process by which specific skills and
managers or executives knowledge of the
abilities of the manpower.
employees in doing a acquire skills and
particular job. competency in their • The knowledge, skills and
present jobs and also attitudes that acquire will
• It focuses on capabilities for future equip an individual to
teaching employees how tasks. assume a new job to do a
to use particular different task at some
machines or how to do predetermined future
specific tasks to increase time.
efficiency.
 Basis for
Comparison Training Development Education
The process of inculcating Enhance in performing various Theoretical learning in the
Meaning
specific skills in a person managerial functions classroom or any institution

To improve performance and Developing an individual in all To develop a sense of reasoning

Objective
productivity respects and judgement

Method Practical application Practical & Theoretical Theoretical orientation

Perspective Narrow Wide Wide

Job experience
Involves Job experience Classroom learning
& Classroom learning
Period Short term Medium term Comparatively long term

Prepares for Present job Present & Future Job Future job

Teaches Specific task Conceptual & Perceptual base General concepts

Benefits of TRAINING & DEVELOPMENT to the Organization

Improved Improved Increase

Increases
Employee Employee Productivity &
Innovation
Performance Satisfaction Quality

The investment in The value to the Ongoing training and

An employee who training that a organization is upskilling of the
receives the necessary company makes shows increased by having a workforce can
training is better able to employees that they are variety of skills and encourage creativity.
perform their job. valued. The training knowledgeable New ideas can be
creates a supportive employees formed as a direct
workplace. result of training and
development.
The training may also
build the employee's Employees may gain
confidence because Productivity usually
access to training they increases when a
she has a stronger wouldn’t have
understanding of the company implements
otherwise known training courses.
industry and the about or sought out
responsibilities of her themselves. Employees
job. This confidence who feel appreciated
may push her to and challenged
perform even better through training
and think of new ideas opportunities may feel
that help her excel more satisfaction
toward their jobs.
 Training Needs Analysis
(TNA) is the process in
identify training needs in
an organization for the
purpose of improving
employee job
performance. TNA will
identify those who need
training and what kind of
training is needed.
 Organizational Analysis – TNA at the
organizational level will help identify training Level of
programs that would help achieve the strategic
business objectives of the organization. TNA TNA
at organization level helps identify area where
the employee of the organization lack
necessary knowledge or skills.
- Will the training be effective if implemented?
- What is the organization overall trying to Task Analysis – identifies the types and
accomplish? level of knowledge, skills, attitudes and
capabilities to perform the job efficiently.
TNA determine what kind of training
Individual Analysis – Focuses on the individual needs to be given to employees to achieve
workers required training to achieve the desired a specified level of proficiency. .
efficiency. TNA checks how each employee - How task should be performed?
performs in their job role. This type of assessment
determines the individual’s existing skills and - What skills and/or behaviours must be
competencies. The individual analysis identifies: acquired in this job function?
- Who within the organization requires training?
- What kind of training is needed?
 A SYSTEMATIC APPROACH TO
ORGANIZING TRAINING PROGRAMMES
TRAINING PROCESS
Design the Implement
Identify Set training Evaluate the
training the
training needs objectives programmed
programmed programmed
Training Approach And Its Common Methods
ON THE JOB
TRAINING APPROACH • Coaching
Informal training and • Mentoring
development method that permits • Job rotation
an employee to learn job task by • Apprenticeship
actually performing them which
means located at the job site.

OFF THE JOB

TRAINING APPROACH • Lectures and conferences
• Simulation exercise
Is another method of employee
training which concerned with • In-basket training
arrangements organized away from • Vestibule training
organization workstation.
 On The Job Training
Approach
a) Coaching b) Mentoring
• The trainee is placed under a particular • Approach to advising, coaching and
supervisor who functions as a coach in nurturing, for creating a practical
training and provides feedback to the relationship to enhance individual career,
personal, and professional growth and
trainee on his performance and offers him development.
some suggestions for improvement.
• Mentoring focuses on developing
• A limitation of this method of training is attitudes of employees rather than
that the trainee may not have the freedom technical skills. Such training is provided
or opportunity to express his own ideas. to the employee of managerial level by
the seniors of the company.
• Often the trainee shares some of the
duties and responsibilities of the coach • For years, mentoring has repeatedly been
and relieves him of his burden. the most important factors influencing
career.
 d) The Apprenticeship
• Apprenticeship is a formalized method of
training curriculum program that combines
classroom education with on-the-job work
c) Job Rotation under close supervision.

• Where employees move from • Training is adopted while training

one job to another to broaden inexperienced staffs or fresh graduates,
their experience. This involves especially from technical field.
movement of trainees from
• The staffs at first serve as an apprentices to
one job to another to gain
knowledge and experience the superiors or experts where they do the
from different job assignment. same task as an ordinary staff would do but
under the guidance or supervision of their
• Job rotation allows the superiors.
employee to learn many things
and makes them familiar with • Generally, the apprenticeship training is
different jobs and its promote given to the technical staff such as
rapport between the workers mechanics, electricians, craftsmen, welders,
and are really helpful to etc. who work under the experts of each
eliminate boredom at the field for a longer period.
works place.
 Off The Job Training Approach
b) Simulators
a) Lectures and Conferences • Simulators are T&D delivery system
• Lectures and conferences are the comprised of devices or
traditional and direct method of programmes that replicate actual
instruction and It’s a verbal job.
presentation for a large audience
• An imaginary situation is created
• Lectures can be very much helpful and trainees are asked to act on it
in explaining the concepts and
principles very clearly, and face to • This method of planning is mostly
face interaction is very much used where very expensive
possible. machinery or equipment used for
performing job or to handle that
• The advantage using this method is
the ability to get a huge amount of job.
information to a lot of people in a • It also allow trainees to solve issues
short amount of time. that they will likely face on the job.
c) In-basket training d) Vestibule Training
• Is a training & development method in • T&D delivery system that takes
which the participant is asked to place away from the production area
establish priorities for and then handle on equipment that closely resembles
a number of business papers, e-mails, equipment actually used on the job.
texts, memoranda, reports, and
telephone messages that would • Machines may be located in a
typically cross a manager’s desk. training centre where the trainees
receive instruction in their use.
• In this method, the trainee assigns a
priority to each particular situation • This training removes the employee
before making any decisions. This from the pressure of having to
form of training has been quite produce while learning.
beneficial to help predict performance
success in management jobs. • The emphasis is focused on learning
Assessment centers commonly make the skills required by the job without
use of this method in the selection the pressure of having to maintain a
process. specific production level.
 The Kirkpatrick Model Of Evaluation

Reaction • Measures reaction to training

• Measures learning or what

Learning
The Kirkpatrick
knowledge
Model Of Evaluation

• Measures how much of the

Behaviour knowledge

• Measures the impact of the

Results training
• Induction is a deliberate effort by the
management to makes employees
familiar with their new employment.
• Induction programmes are designed to
familiarize new employees with their
jobs, to introduce new entrants.
• It provides the basic organizational
information employees need to feel
prepared for their new entrants to
fellow workers, and related to works of
the recruit to that of the total
organization..
• It allows employees the chance to feel
comfortable within their new teams,
departments, and roles within the
company.
 Purpose of
Orientation
Introduce the organization to workers
01 Process socialization carried out by an organization to help new
employees adapt new environment and surroundings
organizations as well as their new colleague.
 Helping new employees overcome problems of worry, anxiety and
02 shame
Any employee, when put into a new, strange situation, will
experience anxiety that can impede his or her ability to learn to
do the job. Proper orientation helps to reduce anxiety that results
from entering into an unknown situation, and helps provide
guidelines for behavior and conduct, so the employee does not
have to experience the stress of guessing.
03 Increasing the acceptance of new workers towards the organization
It helps in making new employees feel welcome and comfortable
in their new environment, where they can feel that they belong.
Usually, new employees will feel awkward and shy, leading to
discomfort and feelings of isolation.

Increasing the commitment of new workers

It is important to have a formal and consistent orientation

program for all new employees. An employee will feel more like a
part of the team if there is interest demonstrated in their success
from the beginning.
 Reduce employee’s turnover
05
Employee turnover increases as employees feel they are not
valued, or are put in positions where they cannot possibly do their
jobs. Orientation shows that the organization values the employee,
and helps provide tools necessary for succeeding in the job.

06 Save time for the supervisor

To save time for supervisors and co-workers, it is simply put, the

better the initial orientation, the less likely supervisors and co-
workers and will have to spend time teaching the employee.
 Providing information on tasks and performance expectation
07
To develop realistic job descriptions, positive attitudes and job satisfaction,
it is important that employees learn early on what is expected of them, and
what to expect from others, in addition to learning about the values and
attitudes of the organization. While people can learn from experience, they
will make many mistakes that are unnecessary and potentially damaging.

08 Easing new employees’ adjustment to the organization

The benefits of orientation are clear and visible to both the new employee and
the organization. The organization benefits from such factors as reduced
turnover or improved productivity. Another benefit of a systematic orientation
to the new employee is feeling valued and ‘fitting in’ to the new job more
easily and quickly. Fewer mistakes are made by the new employees who are
more contented.
 INFORMAL
ORIENTATION

Usually unplanned and simply entails

Types of
an introduction to the new employee Orientation
about the job and organization.
•Orientation may be done by the
supervisor, the HRM staff, or
some combination of it.
•It can be conduct in formal or
Tends to be brief- lasting one hour or informal, depending on the size
even less. of the organization.
•The choice between formal and
informal orientation will depend
on the management’s goals.
Generally carried out by the medium
and small-scale businesses.
a) Formal Orientation
A proper and planned orientation program by management is carried
out before the new employee is onboard to make him/her familiar
with the work environment. Duration over a couple of weeks or
months.
The more formal the programme, the greater the likelihood that the
new hire will acquire a known set of standards. This type of 02 Department Level
orientation is more common within large-scale organizations.

❑ Orientation at the department level is

01 Organizational Level usually controlled by the supervisor.
❑ Supervisors outline mainly job duties.
❑ Supervisors are responsible to introduce
General Information
new employees to collogues and also
❑ Policies and procedure of organization
describe functions, policies, and procedures
❑ Payment of compensation
of department.
❑ Safety procedure in the works place
❑ Physical facilities, such as parking, mosque,
cafeteria
Summary
• Employees are the most valuable asset of the
organization as they take responsibility for
enhanced productivity of company. Without
proper training and development
opportunities, they would not be able to
accomplish their tasks at their full potential.
• Training and development is a vital tool used
to not only maximize the performance of
employees, but also to help them in becoming
more efficient, productive, satisfied, motivated,
and innovative in the workplace.
• Identifying the right learning opportunities for
employees will help the organization in
achieving its competitive posture in today’s
global market.
Thank You
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