HANDOUT 3 TRAINING AND DEVELOPMENT ● Management development program techniques are

goal-setting, team-building, total quality management

● With the vast changes in technology, e-commerce, (TQM), executive coaching, executive monitoring,
knowledge workers, competitive advantages, total and job rotation.
quality management, and good governance, ● A good trainer should lead by example with high
companies saw the need to train and develop integrity and credibility; know the would-be
employees to level up and keep abreast of new participants; exercise humility; use humor sparingly;
trends. show enthusiasm; and get the support of top
● The training cycle consists of the following stages: management.
identifying needs, preparation, training delivery, and ● The preferred approach in implementing a training
application of learning. program assumes that the participants are willing to
● The training process consists of the following steps: learn if they are given the materials in an
training needs assessment, formulation of training environment which is conducive to learning.
objectives, designing of training program, ● The training evaluation model developed by Donald
determination of appropriate training techniques, Kirkpatrick is the most widely used. It has four
validation of training program, implementation of the levels: reaction, learning, behavior, and results.
training program, and feedback. ● The Phillips model measures training outcomes in
● Needs assessment is conducted in order to identify five levels: (1) reaction; (2) satisfaction and planned
specific problem areas in the organization, obtain action; (3) learning; (4) application and
management support, develop data for evaluation, implementation; (5) behavior; (6) business impact;
and determine the cause and benefits of training. and (7) return on investment (ROI).
● The types of training needs analysis are the
following: organizational analysis, task analysis, and
individual analysis.
● The steps in conducting a training needs analysis - The three M’s of training and development
are: gather data in the training needs of employees; are maintenance, motivation, and measurement.
determine what needs can be met by training and With the tremendous changes in technology,
development; propose solutions; and develop a e-commerce. Body of new knowledge,
training proposal. competitive advantages, total quality
● The methods for gathering needs data are the
management, and good governance, companies
following: surveys and/or questionnaires, interviews,
performance appraisals, observations, tests,
saw the need to train and develop employees to
assessment centers, focus group discussions, level up and keep abreast of these new trends.
document reviews, and advisory committees. In addition, organizational growth hindered by
● The three types of learning objectives are the lack of knowledge and training of employees
knowledge, attitude, and skills. prompted companies to invest in developing and
● The three components of a learning objective are enhancing the skills of their human capital.
behavior, condition, and criteria.
● The six principles in designing a training program
are structure, flexibility, relevance, evaluation and
feedback, transferability, and cost-efficiency. - Training is defined as a process or method of
● The following are the steps in designing a training providing programs that may modify, change,
program: (1) think of an appropriate title to the increase, or improve the level of performance of
program and rationalize the conduct of the program; employees. Training is a planned effort by a
(2) state the program objectives; (3) determine the company to enhance and facilitate the learning
specific contents of the program; (4) select the
of job-related competencies. These
learning methodology and indicate the time frame;
(5) determine the duration and venue; (6) identify competencies include knowledge, skills, or
standards and evaluation measures; (7) select the behavior that is critical in performing a job
resource speakers; and (8) calculate and prepare the successfully.
budget.
● The cognitive methods of training techniques
include the following: lecture, demonstration,
discussion, computer-based training, programmed - Development is a method of allowing
instruction, virtual reality, distance training, employees to grow by giving them opportunities
brainstorming, and worksheet. take on greater or bigger responsibilities in
● The behavioral methods as training techniques are preparation for more challenging tasks in the
the following: games and simulations, management future.
development programs, and on-the-job training.
● The types of games and simulations are business
games, case study, equipment simulators, behavior
modeling, in-basket technique, and role playing.
- Training and Development refers to ongoing b. Proactive (Future) approach
educational activities within an organization - To determine if future performance is linked to
aimed at enhancing employee performance. the organization’s objectives, the focus should
Companies recognize its role in gaining a be placed on the following:
competitive edge and achieving objectives. ● Corporate strategy. Training is an
High-leverage training uses effective important aspect of the company’s
instructional design to align with company goals long-term strategy.
and serves as a benchmark for other programs. ● Manpower and succession planning. The
- implementation of training can
- Continuous learning allows employees to somewhat affect corporate strategy.
understand the system, acquire new skills, and ● New technology, products and services.
apply them on the job. These can usher in the need for training
and development.
The training cycle is a systematic approach ● New laws. Legislation can necessitate
developed by Roger Buckley and Jim Caple. The new training and development programs
following diagram illustrates this cycle. in the organization.
● Ongoing personnel procedures. Surveys
and reviews can create new training and
development needs.
The two approaches can be used in three different levels:
company, team, and individual.

1. Preparation
Once the training needs are identified, the
training delivery, schedule, materials, manner of
presentation, venue, budget, food,
accommodations, and the means of informing
the target audience should be prepared.

2. Training delivery
The venue, location, and equipment are
essential considerations for training. Competent
and experienced trainers should lead the
sessions, making the experience rewarding and
valuable for participants. Facilitators should use
1. Identifying Training Needs an appropriate communication style and
Buckley and Caple identified two ways language in their lectures.
of determining if there is a training
need. 3. Applying learning
The trainees should be encouraged to
a. Reactive (Present) approach practice what they have learned to appreciate the
- There are six stages in identifying whether new insights they have gained from training.
training is the best means to overcome a current They should be encouraged to get out of their
shortfall in performance or not: comfort zones and accept mistakes as part of the
● Define the problem and focus on past learning process.
performance by studying quality
standards, productivity levels, customer 4. Evaluation
complaints, and accident rates. It is important to find out the extent of the
● Identify who is responsible for solving learning gained from the training program.
the problem. There are quantifiable measures of training
● Define the method to be used in solving success such as increased sales, higher
the problem. production volume etc. the qualitative measures
● Analyze the problem. include attitude modifications, satisfaction levels
● Identify the probable solution to the etc
problem.
● Prepare a report as a form of feedback.
MAINTENANCE b. Obtain management support
- To obtain management approval and
- The first M in the training and development support for a training program, the
function is maintenance. Maintenance means projected outcomes of a training
that the company invests in its employees program should be seen as relevant to
through training and development to enhance the company’s long-term objectives.
loyalty to the company. It also means that the
firm tries to maintain or enhance the employees’ c. Develop date for evaluation
good performance. - Training needs assessment tests the
- A company can offer various training programs, effectiveness of a training program prior
including a new employee orientation. This to its implementation.
program provides key information about the
company, such as: (1) culture; (2) d. Determine the costs and benefits of
products/services; (3) work hours; (4) break training
times; (5) key personnel and top management; - Prior to the conducting of the training
(6) organizational chart; (7) general policies program, training needs assessment can
(dress code, benefits, major events, etc.); and (8) determine the costs and benefits of the
vision, mission, philosophy, and values. New program. The HR can also justify the
employees should also be introduced to costs and benefits gained by the
colleagues they will closely work with and organization as a whole. Training can
welcomed on their first day, avoiding isolation. be justified as a way of increasing
productivity which, in turn, leads to
higher profits.

The types of training needs analysis are the

following:

a. Organizational analysis. It examines

which specific department or area needs
training.
b. Task analysis. Training is also based on
the kind of task employees perform.
c. Individual analysis. Training can also
be based on the employee’s individual
performance. If an employee has certain
1. Training needs assessment deficiencies based on his/her
- Identifying organizational and jobholder needs performance evaluation, the HR and the
through a needs assessment is crucial for a employee’s immediate supervisor can
successful training program. Without it, training recommend a training program that will
risks over-training employees, missing key help the employee meet a certain
areas, or producing unsatisfactory results. performance standard.
- There are four main steps in conducting a needs
assessment prior to the actual designing of a The following are the four steps in conducting a
training program; training needs analysis:
a. Identify specific problem areas in the
organization a. Gather data on the training needs of employees
- HR should first identify the pressing - There are several methods of gathering data and
issue rather than merely accommodate a the selection of a certain method depends on the
single idea or suggestion. For example, type of analysis to be done. The following are
before team-building is done to improve the methods of gathering needs data:
relationships in an organization, the HR ● Survey or questionnaires. HR can use surveys
should first identify whether to gather data by distributing questionnaires to
team-building will really solve a current employees. This method is economical, easy to
company issue or not. disseminate, and reaches many people.
However, it limits free responses, takes time to
develop, and some ideas cannot be fully
expressed through it.
● Interviews. The interview format allows for data is done objectively because evidence for
flexibility, offering casual or formal approaches. pertinent information is documented. However,
It uncovers deeper causes or needs that surveys documents only reflect past, not current, inputs.
may miss and provides immediate feedback and The documents do not indicate what causes the
clarifications. However, interviews are problems that need to be solved.
time-consuming, and data analysis can be ● Advisory committees. These are groups of
challenging. people who are in a position to provide reliable
● Performance appraisals. These evaluations information regarding the training needs of
should be done regularly to be more consistent employees. One such group is also easy to
and updated in gathering data. The strengths organize. It also permits interaction of the
and weaknesses of employees are recorded. committee members, thus strengthening and
Deficiencies are also identified based on actual opening communication lines among them.
performance. However, there are biases that
accompany performance appraisals through the b. Determine what needs can be met by training
managers who conduct them. and development
● Observations. The use of observations yields - After gathering data related to training needs,
both qualitative and quantitative data. This the HR is tasked to identify what needs can be
method is not disruptive to the normal workflow met by conducting training and development
of employees under observation. The data sessions. There are certain issues or needs such
gathered is also realistic since actual as salary and benefit issues which are not
performance is being observed. Downside is that addressed in training, but should be brought to
it is time-consuming and that employees may the attention of top management.
not also like being observed while they are
working. c. Propose solutions
● Tests. Testing can be done in the office or taken - The HR should determine if training is the best
home by employees. Tests are used to assess the solution because there are instances when what
employee’s comprehension skills. It is also easy is really needed is not training but more
to quantify and interpret. However, there may polishing or enhancing of the employee’s skill.
be inconsistencies especially when the test is
brought home. Also, the knowledge and skills d. Develop a training proposal
being assessed may not be related or applicable - If a lack or inadequacy is identified and the need
to the job. to conduct a training program is justified, the
● Assessment centres. Assessment is used in the HR must present a training proposal. This
area of management development wherein includes the expected results, the people to be
employees are given exercises to find out their trained, and the possible consequences if the
strengths which should be developed. It can training is not conducted.
easily identify people who have the potential for
further advancement, thus reducing the bias in 2. Formulation of training objectives
selecting people for promotion. However, it is - Once the needs of the employees are identified,
time-consuming and expensive to do. Also, the next step is to formulate the main objectives
passing the exercises is the only gauge and there of the proposed training program. These goals
are no criteria to follow in determining people should be clear, achievable and must address the
with high potential. needs of the organization and the employees.In
● Focus group discussions. It is a common formulating training objectives, it is important to
method of gathering data that allows the free understand the role of the trainers and trainees.
flow of various ideas and helps employees listen The trainer’s role is expressed in the form of
to contrasting viewpoints. In the process, “aims” whereas the trainee’s role is expressed in
employees become better analyzers, the form of “objectives.” To formulate the
problem-solvers, and decision-makers. trainer’s aim, he/she should answer two
Downside, it is difficult to quantify and interpret questions: “What am I going to teach?” and
the results. It is also time-consuming for the “Why am I teaching it?”
employees and discussion group leaders. -
● Document reviews. Training needs can be Three types of learning objectives’
identified by perusing documents such as a. Knowledge objectives – these usually include
employee records, accident reports, policies, the acquisition of new information. Learning is
organizational charts, memos, etc. Gathering easily quantified.
 b. Attitude objectives – these learning objectives activities, and how they interrelate with
include a change of feelings or belief. Thus, the one another in the achievement of
training is regarded as the most difficult among learning objectives.
the three types because the participants should 2. Flexibility – the training program should
be convinced that the change of attitude will attend to anticipated needs and adapt to
benefit them in some way. varying circumstances.
c. Skills objectives – these objectives include the 3. Relevance – the program should focus
ability of participants to do something new or on the needs of the trainees.
acquire new ways or methods of doing a task. 4. Evaluation and feedback – the program
Learning is gauged according to the changes in should validate learning.
the way they do a task. 5. Transferability – knowledge, skills and
attitude changes should be ingrained in
the participants after the training.
Three parts of learning objective: behaviour, 6. Cost-effectiveness – the program should
condition, and criteria. provide the greatest benefit at the least
cost.
a. Behavior: what will the trainee’s demonstration
of learning be? The performance must be The following are the steps in designing a
observable. training program:
● Knowledge learning: list, describe, report,
debate, hold, approach.
● Attitude learning : role-play, discuss, critique
● Skills learning: demonstrate, lead, perform

b. Condition: where, when and how will it be

done? Are there special conditions present
while on the job?
● Knowledge learning: without the aid of notes,
without coaching.
● Attitude learning – without talking or moving
your hand.
● Skills learning – given the situation, without her
sample.

c. Criteria – level and quality of performance that

is acceptable.
● Knowledge learning: as judged by your
superior, as judged by your peers.
a. Provide an appropriate title for the
● Attitude learning – to the opinion of your
program and rationalize the reason for
leaders and peers.
conducting the program.
● Skills learning – to the satisfaction of your
b. State the program objectives.
supervisor, no more than three errors.
c. Determine the specific contents of the
Every session of the training program should have
program.
learning objectives so the participants can check whether
d. Select the learning methodology and
the objectives are achieved or not.
indicate the time frame.
3. Designing of Training Programs e. Determine the duration and venue.
- After formulating the objectives, the training f. Identify standards and evaluation
program is designed in accordance with measures.
budgetary considerations. Other things to g. Select the resource speakers.
consider are the following: the specific number h. Calculate and prepare the budget.
of employees to be trained, the duration of the
4. Determination of appropriate training techniques
training program, accommodations (if any), and
- While the training program is being designed,
venue and food costs. There are six principles in
different training techniques should be studied
designing a training program:
and considered if they are appropriate. The
1. Structure – this includes the appropriate
training program should fulfill the training
connection of topics, specific goals, and
objectives.
MOTIVATION of the participants have the same
capacity to understand and
- The second M is motivation. Motivation in the comprehend what is being
training and development function discusses the discussed, it is not known if all of
different techniques in training and developing the trainees have learned what they
employees to boost their morale and encourage are supposed to learn.
⮚ It tends to bore participants and
them to grow and to perform better. The success
thus limit their attention span.
of training programs rests on the caliber of the
2. Demonstration. This method is good for
trainers selected. Therefore, the selected trainers
showing how something works or how to do a
should effectively communicate the content of
certain task. A demonstration is accompanied
the program. Trainers should not only be
by a lecture to make it more effective.
articulate but also tactful, flexible, and
innovative. The HR department may have
Advantages
in-house trainers or may decide to hire
⮚ There is a visual display of how
consultants or third parties depending on the something works as well as a
program objectives. There are training description, so participants can
techniques which are subdivided into cognitive focus more on what they see and
and behavioral methods. The selection of a hear.
training method depends on the background and
skills of trainees. Trainers also need to Disadvantages
understand the advantages and disadvantages of
⮚ This method is expensive. The
each method.
materials and equipment needed for
Cognitive Methods demonstration can be costly.
⮚ The trainer also charges more than
Cognitive methods pertain to the rules on he/she would normally charge for a
plain lecture because he/she should
how to carry out, demonstrate, or relate concepts. The
have a specific skill or expertise on
methods aim to make changes in the participants’ what he/she is demonstrating to
attitude and for them to gain additional knowledge. convey or elucidate well how it
works.
1. Lecture. This is one of the most popular and
oldest methods that helps trainees understand a 3. Discussion. This method does not stick only to
particular concept and trainers to influence the straight lecture but is also supported by
behavior and attitude. Training is accompanied interaction among the trainees and between the
by lectures, no matter which method is used as trainer and the trainees. This method is useful
the main training tool. Straight lecture is a because a higher level of knowledge is achieved
sub-type of the lecture method in which the since interaction takes place between the
trainer discusses the topic to the participants participants and the trainer.
without interacting with them.
Advantages
Advantages ⮚ Two-way communication is
⮚ The lecture method is not costly enhanced.
and can be the done with a fairly ⮚ There is room for clarification as
large number of people in one well as verbal and non-verbal
session. feedback.
⮚ Trainees build their knowledge ⮚ Trainer will have an idea if what
based in what they hear from the he/she discussed is understood well
trainer. by the participants.
⮚ Questioning helps participants in
Disadvantages recalling what has been tackled.
⮚ It requires a long inactivity to the Disadvantages
trainees as they are expected only
to listen. ⮚ Not all participants are open for
⮚ There is no chance to clarify any discussion
misunderstanding. ⮚ There are trainees who do not
⮚ Knowledge-building tends to rely express themselves well and are
on the ability of the trainees to thus unable to participate in the
grasp information and since not all discussion.
4. Computer-based training. Many companies 6. Virtual reality. This method allows the
now use computer-based training instead of participants to experience a 3-D environment.
classroom-based training. The Internet has Advantages
become a venue for delivering training. ⮚ It provides the participants
Advantages experience in certain situations that
⮚ Computer-based training is actually happen on the job.
advantageous because face-to-face ⮚ It is also flexible and participants
interaction is not required. need not go out of the company for
⮚ It reduces costs and trainees’ training.
learning time. ⮚ There are savings from food,
⮚ The trainees can master the training lodging, and other accommodation
module through repetition and by costs of the participants.
working on the material at their
own pace. Disadvantages
⮚ They are not pressed for time and
are not pressured or forced to ⮚ It tends to be time-consuming
attend training as scheduled. though and requires excellent
⮚ They have easy access to training infrastructure.
and some degree of privacy and ⮚ Provide the costly equipment
convenience. needed for this kind of training like
headset for audio and visual
Disadvantages information, gloves for tactile
information, treadmill for
⮚ Feedback is not guaranteed since movement, and other sensory
participants may not go through a devices so that trainers can keep
particular material all at the same track of the participants’ responses
time. in the virtual workplace.
⮚ Learning is more difficult to ⮚ It is really expensive.
quantify and the achievement of
training objectives is not readily 7. Distance training. Corporate training is
known. gradually changing. The HR makes use of the
power of technology to train employees.
5. Programmed instruction. It is a form of Advantages
computer-based training that utilizes graphics, ⮚ Acquire the know-how in the
multimedia, and text stored in memory. The process of troubleshooting.
program is in a company system and participants ⮚ Distance training is not expensive.
can access the program through the content of
the material, answer questions, and go to the Disadvantages
next level if they get correct answers. ⮚ It may take time to access or
Advantages download the important
⮚ Participants can learn at their own information from the Internet.
pace. ⮚ It creates pressure, especially for
⮚ It also depends on the participants’ troubleshooting purposes.
comprehension.
⮚ The company uses books, videos,
and other platforms to save costs. 8. Brainstorming. It is a group activity in which
⮚ The trainees also acquire a participants generate possible solutions to a
substantial amount of information problem.
and are then tested based on their Advantages
comprehension. ⮚ It stimulates and uses the
participants’ experiences and ideas
Disadvantages to solve a problem.

⮚ Feedback is not known at once Disadvantages

since the participants go through
the material at their own speed. ⮚ It is time-consuming and
participants may not cooperate.
⮚ Some tend to be passive and not
contribute a lot of ideas.
 9. Worksheet. This method is used to perform Advantages
quantitative exercises. ➢ It enhances their interpersonal and
Advantages communication skills during the
⮚ A participant can relate their discussion with the other participants.
general learning to the specific ➢ It also meets knowledge, skills, and
areas of their work. attitude objectives.
Disadvantages
Disadvantages
➢ It is time-consuming.
⮚ It is time-consuming and difficult
to prepare.
➢ Participants may not agree or determine
the same problem
➢ It may spark conflict among the
participants who may have different
Behavioral Methods perspectives regarding the problem in
the case study.
- These methods provide practical training for c. Equipment simulators
participants and are used to develop their skills. - These are mechanical devices that simulate the
- physical surroundings of the participants’
1. Games and Simulations. These are commonly workplace. The physical surroundings,
used to simulate events or processes that take relationships with colleagues, time pressures,
place on the job. Games refer to training and other demands in the workplace are
exercises where participants compete with one simulated so that trainees may closely match
another according to some clearly defined set of what they experience in the workplace. This
rules. Simulations refer to computer games that type of training is ideal for taxi drivers,
imitate how a particular event might happen in a telephone operators, ship navigators, air traffic
real-life situation. controllers, maintenance workers, product
a. Business games development engineers, airline pilots, and
- They simulate the whole organization and allow military officers.
participants to experience what it would be like Advantages
in a particular situation and give them the ➢ The trainees can experience a real-life
opportunity to decide which action will be situation that happens in the workplace
favourable to the organization. without interrupting normal work hours.
Advantages
➢ The trainer gives them feedback on the Disadvantages
impact of the decision.
➢ Business games develop leadership ➢ Actual situations may not be tackled
skills and promote management skills as during the simulation exercise.
well. d. Behaviour modelling
➢ It helps solve complex problems in the - This method uses a videotape to demonstrate a
organization. particular behaviour. The trainees watch the
Disadvantages tape and then practice what they saw through
role plays or other simulation techniques.
➢ They focus on the whole organization Advantages
and not on the specific functions of each ➢ It is preferably for sales, safety, and
position. interview training.
b. Case Study ➢ It is not expensive and time-consuming.
- It simulates a particular situation and trainees ➢ A particular skill is defined well in
decide on a particular solution to an videotapes.
organizational problem highlighted in the case. Disadvantages
This approach is recommended because
participants are trained how to pinpoint a ➢ Participants can have different
particular problem in a situation. It also interpretations of what they have
provides them with relevant facts that will help watched.
them in solving the problem and allows them to
come up with alternative courses of action that
may solve a problem.
 e. In-basket technique Advantages
- In this method, memos such as complaints from ➢ It helps in establishing concrete plans
customer, a request for additional orders, an and motivates them to reach whatever
application letter for vacation leave, from a goals they have set for themselves.
subordinate, a list of charitable programs, an
e-mail from the president about a request to Disadvantages
relieve him because he has a speaking
engagement, etc. are placed in a container or ➢ Is limited in formulating goals and does
basket and the managers pick a memo and try to not explain how to achieve or actualize
resolve it. Since the in-basket technique is them.
usually used for managers, they are evaluated on ➢ There is no way to harmonize the goals
the basis of how they would prioritize and employees have set to help in achieving
analyse the contents of each memo and the company objectives and the personal
quality of their decision and responses within a goals they have set for themselves.
certain time limit.
Advantages a. Team-building.
➢ It encourages decision-making and - It is a development process that helps employees
enhances interpersonal skills. work well in groups, enhances their social skills,
➢ It also develops analytical thinking. and provides the opportunity to be sensitive to
Disadvantages the feelings of others.
Advantages
➢ The documents used may not be ➢ Helps the organization in achieving
challenging as to warrant the application greater efficiency and productivity in the
of decision-making and analytical workplace because employees get to
thinking skills. know each other better.
f. Role-playing
- This method uses an actual work situation and Disadvantages
participants are given a role to play and act out. ➢ Managers may become too comfortable
Some examples of work situations are with one another and this familiarity
employees in conflict, misinterpretation of a may affect their decisions in the future.
memo, and so on. b. Total quality management (TQM). It is a
Advantages company-wide development technique that
➢ It helps in managing conflicts and requires everyone in the organization to
developing interpersonal skills and continuously improve their operations and strive
communication skills. to maintain quality of work in all departments.
Disadvantage Advantages
➢ Managers are given more access
➢ The disadvantage is that not many because of the sensitivity of their
people are comfortable with positions.
role-playing. ➢ TQM instructs managers on how to be
➢ Some participants may either exaggerate conscious about quality and how to
or underplay a particular role. enhance productivity as well.
Disadvantages
Management development programs
- The manager’s role in the workplace has become ➢ TQM is expensive.
more crucial in today’s competitive c. Executive coaching. This method is usually
environment. Companies are presently tasked used by the company’s chief executive officer
with providing management development (CEO) and his/her consultant. This practice
programs to enhance managers’ knowledge, aims to further develop the skills of an executive
skills, and attitude (KSA). Some management in his/her job as a key officer.
development techniques are as follows: Advantages
a. Goal-setting. The development of individuals ➢ Coaching is done at the convenience of
can be enhanced depending on how they set the executive.
their goals. This technique helps them set ➢ It involves one-on-one interaction.
objectives or goals that are measurable, clear, ➢ It can be done through the e-mail or
and achievable. phone.
 ➢ It provides an opportunity to get method, processes, and techniques are well
feedback from an expert in the field. discussed before, during, and after the training.
Disadvantages The trainee must also have continuous
monitoring and feedback. Om-the-job training
➢ It is expensive to hire a consultant for also employs these techniques:
coaching purposes. a. Coaching – this practice is observed
d. Executive mentoring. This often happens between a supervisor and a rank-and-file
between a junior executive who may be new in employee. Coaching is done on the job.
the company and a senior executive who already b. Mentoring – through mentoring, the
has extensive experience in his/her field of superior provides guidance and
specialization. Executive mentoring helps junior understanding to a subordinate by
executives grow professionally and prepares teaching him/her how to carry out
them for higher management posts in the future. his/her role in the achievement of
Advantages company objectives. The superior
➢ It involves one-on-one interaction and prepares a subordinate for a higher
helps in attitude development. position in the future.
➢ It identifies strengths and weaknesses of c. Job rotation – employees can also
the mentee. assume other jobs within the same
Disadvantages department to give themselves the
chance to experience other tasks and to
➢ The disadvantage is that both the mentor be promoted to a higher position later
and the mentee are in the organization. on.
➢ There are individual pressures on the
job. Validation of the training program
➢ May not work well for executives who - A training program should be validated before
are pressed for time and deeply involved its actual implementation. It is tested using
in demanding tasks. employees who will not be the probable
e. Job rotation. This method gives executives the participants of the training program. This is
opportunity to experience other tasks that usually a pilot run or a pilot test. Revisions, if
require managerial skills. Job rotation is usually any are required, are done after the
practical in large universities where a implementation of the program.
department head or chairperson of a particular
discipline may be assigned as the registrar or Implementation of the training program
head of research. - If the program is workable, the training program
Advantages is scheduled for actual implementation. While it
➢ Managers are given the opportunity to is appropriate to select the best training
assume different positions and tasks and techniques available, it is equally important to
have a better perspective of these have a good trainer who will be responsible for
various jobs in the process. the actual implementation of a training program.
Disadvantages The characteristics of a good trainer are as
follows:
➢ This practice provides a feeling of a. Lead by example with high integrity and
discomfort and insecurity for managers credibility. A trainer should be a role model
or executives who are rotated after with utmost integrity and high standard in every
becoming familiar with a certain job. aspect of his/her life. He /she should be
credible.
On-the-job training b. Know the would-be participants. A trainer
- On-the-job training (OJT) is widely used in should do a background check of the
small organizations. The task of training participants. Knowing their background can
employees is given to managers or supervisors. help during training. He/she should know their
On-the-job training is frequently undertaken in capabilities and knowledge level so that he/she
the workplace; hence it is done in real situations. can prepare on how to deal with them. These
There is no work interruption. However, if insights can help the trainer in conducting the
training is not planned, there is no formal training session properly.
procedure or content. It is still best to have a c. Exercise humility. Naturally the trainer is more
formal on-the-job training program wherein the knowledgeable than the participants, but he/she
 should be modest about it. He/she should not evaluation form asking the participants to
look and feel superior as a trainer and must comment on food, accommodation,
consider the efforts of the participants. venue and the program itself. In some
d. Use humor sparingly. There is nothing like an cases, the trainer is also evaluated.
enjoyable training session for the participants. 2. Learning – this level measures the
A trainer may inject a little humor from time to increase in knowledge before and after
time to prevent them from getting bored. the training. This is not rapidly
e. Show enthusiasm. Enthusiasm shows and it is measured right away. Observations and
infectious. When a trainer sets a good mood, the interviews are common methods of
trainees will also feel excited to listen and learn. evaluating learning.
f. Get the support of top management. 3. Behavior – it is the extent of learning
Management should be open to good training applied right on the job. The assessment
programs. A trainer should always ensure that of any change in performance is also
there are key players who can support and done through observations and
recognize the importance of training and how it interviews.
can help in achieving over-all company goals. 4. Results – this level evaluates the effect
of the participants’ performance after the
training and how it affects the whole
- There are two approaches in the implementation organization and the society at large.
of a training program. The first one is focused
on the trainer who controls the contents of the To ultimately measure either the training or development
program, and the other is centered on the aspect of the program, a set of criteria for evaluation
participants and learners while the trainer is just termed as the R’s are as follows:
acting as a facilitator and resource person. The
latter is the better approach since it assumes that 1. Reactions – these include the actual
the participants are willing to learn if they are reactions of the trainees on such factors
given the materials in an environment that is as content, venue, food, accommodation,
conducive to learning. visual aids, etc.
2. Results – these include the end results of
the program in terms of job performance,
productivity, and efficiency.
Feedback 3. Recall – this includes the participants’
- After the training, the program is evaluated in recall of what has been learned about the
two ways. First, the participants of the training actual application of what is recalled. A
evaluate the program itself based on all its program well-received, well-delivered,
aspects such as venue, food, the speakers and/or and effectively implemented will be
trainers, and audiovisual aids. The most easily recalled by the participants.
important feedback comes from the immediate 4. Retrieval – following recall is the
superiors of the participants after the latter go immediate retrieval of information from
back to their respective work areas. These memory recall and the eventual
superiors monitor any change or improvement in application of retrieved learning.
the work performance of those who participated
in the program. The four Rs are essential for any change or modification
of behavior on the part of the employees, and thus, they
MEASUREMENT confirm that a training or development program is a
success.
- The last M in the training and development
function is measurement. Evaluating the
training and development programs requires a
cost-benefit analysis. Measurement here is the
end result of training and development
programs. A training program is evaluated
according to the following levels:
1. Reaction – this level indicates how the
participants felt about the training. It is
very easy to obtain. Usually after the
training, the trainer provides an