TRAINING

CONCEPT
o Training is the process of imparting knowledge, skill and ability to employees with the objective to
enhance performance in his or her present job.
o “Training is an organised procedure by which people learn knowledge, skill and attitude for a
specific purpose.”- Dale S. Beach
o It is a continuous social process of increasing employees’ skills, knowledge, attitudes and efficiency
for better organizational performance.
o The purpose of training is basically to fill the gap between the job requirements and qualities
(competence) of the employees.
o According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an
employee for doing a particular job.”

NEED FOR TRAINING

1) JOB REQUIREMENTS :
Employees selected for a job might lack the qualifications required to perform the job effectively.
New and inexperienced employees require detailed instruction for effective performance on-the-
job. In some cases, the past experience, attitudes and behaviour patterns of experienced personnel
might be inappropriate to the new organisation. Remedial training should be given to such people
to match the needs of the organisation. New employees need to provided orientation training to
make them familiar with the job and the organisation.
2) TECHNOLOGICAL CHANGES :
Technology is changing at a fast pace. Now automation and mechanisation are being increasingly
applied in offices and service sector. The workers must learn new techniques to make use of
advance technology. Thus, training should be treated as a continuous process to update the
employees in the new methods and procedures. Increasing use of fast changing techniques requires
training into new technology. For instance, staff in public sector bank are being trained due to
computerisation of banking operations. No organisation can take advantage of latest technology
without a well-trained personnel. New jobs require new skills. Thus, both new and old employees
require training.
3) INTERNAL MOBILITY :
Internal mobility is the movement of employees (both vertically and horizontally) to new career and
development opportunities within the same company. Training becomes necessary when an
employee moves from one job to another due to promotion and transfer. Employees chosen for
higher level jobs need to be trained before they are asked to perform the higher responsibilities.
Training is widely used to prepare employees for higher level jobs.
4) ORGANISATIONAL VIABILITY :
In order to survive and grow, an organisation must continually adapt itself to the changing
environment. With increasing economic liberalisation and globalisation in India, business firms are
experiencing expansion, growth and diversification. In order to face international competition, the
firms must upgrade their capabilities. Existing employees need refresher training to keep them
abreast of new knowledge. Training programmes foster the initiative and creativity of employees
and help to prevent obsolescence of skills. An organisation can build up a second line of command
through training in order to meet its future needs for human resources. Trained staff is the most
valuable asset of a company.
 → Need for training has increased due to growing complexity of jobs, increasing
professionalisation of management, growing uncertainties in the environment, global
competition growing aspirations, vast untaped human potential, ever-increasing gap
between plans and results and sub-optimal performance levels.

IDENTIFYING TRAINING NEEDS (TRAINING NEED ANALYSIS)

The effectiveness of a training programme can be judged only with the help of training needs identified in
advance. In order to identify training needs, the gap between the existing and required levels of
knowledge, skills, performance and aptitudes should be specified. The problem areas that can be resolved
through training should also be identified.
Training needs can be identified through following types of analysis:
1. ORGANISATIONAL ANALYSIS
It involves a study of the entire organisation in terms of its objectives, its resources, resource
allocation and utilisation, growth potential and its environment. Its purpose is to determine where
training emphasis should be placed within the organisation.
Organisational analysis consists of the following elements:
a) Analysis of Objectives- The long-term and short-term objectives and their relative priorities
are analysed. Specific goals and strategies for various departments and sections should be
stated as a means for achieving the overall organisational objectives, General objectives
need to be translated into specific and detailed operational targets. It is also necessary to
continuously review and revise the objectives in the light of the changing environment.
b) Resource Utilisation Analysis- The allocation of human and physical resources and their
efficient utilisation in meeting the operational targets are analysed. In order to examine in
detail the inputs and outputs of the organisation, efficiency indices may be developed.
These indices will help to determine the adequacy of specific work flows as well as the
contribution of human resources.
c) Organisation Climate Analysis- The prevailing climate of an organisation reflects the
member's attitudes. It also represents management's attitude towards employee
development. Without adequate management support, and appropriate supervisory styles,
a training programme cannot be successful. Analysis of organisation climate can reveal the
strengths and weaknesses also.
d) Environmental Scanning- The economic, political, technological and socio- cultural
environments of the organisation are examined. This is necessary to identify the
environmental factors which the organisation can influence and the constraints which it
cannot control.
2. TASK OR ROLE ANALYSIS
It is a systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and
aptitudes required and the work behaviour. On the part of the job holder, particular attention
should be paid to the tasks to be performed, the methods to be used, the way employees have
learnt these methods and the performance standards required of employees. Also called
operations analysis, its purpose is to decide what should be taught. Questionnaire. interviews,
human resource records, reports, tests, observation and other methods can be used to collect
information about jobs in the organisation.
3. MANPOWER ANALYSIS
In this analysis, the persons to be trained and the changes required in the knowledge, skills and
aptitudes of an employee are determined. -> First of all, it is necessary to decide whether
 performance of an individual is sub-standard and training is needed. -> Secondly, it is determined
whether the employee is capable of being trained. -> Thirdly, the specific areas in which the
individual requires training are determined. -> Lastly, whether training will improve the employee's
performance or not is determined.
Other alternatives to training, e.g., modifications in the job, new equipments or processes, etc.
should also be considered. Personal observation, supervisory evaluation, work samples, diagnostic
tests and performance reports provide the information needed to choose from these alternatives.
→ Training can be relevant and viable if the three types of analysis above are carried on
continuously. Moreover, these analysis should be integrated in a carefully designed and
executed programme.

TRAINING METHODS
A. ON THE JOB TRAINING METHODS:
Instead of participating in training after an employee has settled into their new job, employees
learn while they work. This is called on-the-job training, also abbreviated as OJT. It is essentially
when employees learn about their workplace duties in a real-life situation rather than in a
simulated environment. In other words, it is a type of training that allows employees to develop
practical skills in an actual work environment
● Job Instruction Training -

● Coaching
● Mentoring
● Job Rotation
● Committee Assignment
B. OFF THE JOB TRAINING METHODS:
Off-the-job training refers to a type of learning that takes place outside of a person's regular work
hours. Employees learn more about their job or the latest advancements in their field outside of
their workplace. This type of training essentially helps employees perform their job more
efficiently.During this type of training, employees express their views and opinions and explore new
ideas to bring to the workplace.
● Internship Training -
It is a joint programme of training in educational institute and in business firm cooperate.
Selected candidates carry on regular studies for a specific period. They also work in some
factory or office to acquire practical knowledge to provide and skills. This method helps to
provide a good balance between theory and practical. But it involves a long period of time
due to slow process.
● Classroom Training -
Under this method, training is provided in company classroom or in educational institute,
lectures, case study, group discussion, and audio- visual advertisements are used to explain
knowledge or skills to the trainees. Classroom training is suitable teaching concepts and
problem solving skills.
● Conference -

● Role Playing
● E-Learning
● Vestibule Training