Training and Development

Development:-
 It is the growth or realization of a person ability or potential through the provision of learning and educational
experiences
 A process in which something passes by degrees to a different stage
 Act of improving by expanding or enlarging or refining

Training
 It is the planned and systematic modification of behavior through learning events programmers and instructions
which enable an individual to achieve the level of knowledge skills and competence to carry out their work
effectively.
 The process of bringing a person to an agreed standard of proficiency by practice and instruction

Training and development strategy

 Step1: identify the skills and competences needed by the business or HR plan
 Step2: Draw up the development strategy
 Step3: implement the training and development strategy

Importance of training
Training and Development aids in organizational development i.e. Organization gets more effective decision making and
problem solving. It helps in understanding and carrying out organizational policies. It helps in developing leadership
skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.
Following are the list where the training will provide benefits.
 Productivity
 Team spirit
 Organization Culture
 Quality
 Healthy work-environment
 Morale
 Profitability
Benefits of Training
Training provides a number of benefits for both organizations and individuals. Benefits of training can be grouped as
follows

Benefit of training for organization:-

 Increase in productivity
 Cost of accidents are also minimized
 Trained employees need less supervision
 Employee enhances in a variety of skills
 Multi skilled employees in result getting organization goal easily.
 Fewer staff changes
 Improved safety
 Adaptability to change
 Positive attitude to management

Benefits of training for employee:-

 Training enhance portfolio of skills
 Satisfy self development
 Training produces motivation in employees to work more willingly
 Trainees might feel that they are of continuous value for the organization
 Job satisfaction
 Increase the social circle
 Better working pattern helping them doing their work in a better way resulting increase in promotion
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
Systematic Approach to training

 Step 1 Identify and define the organization Skills requirement

 Step 2 Define the learning required
 Step 3 Define training objectives

 Step 4 Plan the training programmes

 Step 5 Implement the training programme
 Step 6 Monitor, review and evaluate training
 Step 7 Repetition from Step 2 if more training is required

Identify the training needs

Training need is the gap between an individual’s and/or organizations current results and skill/competence base and
those required by its corporate plan
 If forth coming legislation or regulation is likely to affect work role
 New technology
 Training surveys
Personal development plan
It is a clear developmental action plan for an individual which incorporates a wide set of developmental opportunities
including formal training

Self development
It is personal development with the person taking primary responsibility for his r her own learning and for choosing the
means to achieve this

Systematic approach to PDP

Step1: Analyse the current position

Step2: Set goals

Step3: Draw up an action plan
Methods of training
There are two methods of training to an employee
 On the job training
 Off the Job training

ON-THE –JOB training

The development of a manager’s abilities can take place on the job. The four techniques for on-the job
development are:
 Coaching
 mentoring
 job rotation
 job instruction technique (JIT)
 Obtained by observing the colleagues at work
 Information and advices from colleagues and job instruction by colleagues
 Work experience
 If colleague act as a mentor

Advantages of on the job training

 Highly relevant to work
 Suits hands on learning style
 No adjustment barriers when it is applied to work
 Develops working relationship of the employees
 Developing their skills
 Immediate feedback to employees about the performance

Disadvantages of on the job training

 Not suit hand off learning style
 Distraction and pressures of workplace may hamper the learning focus
 Risk of throwing people in at the deep end with real consequences of mistakes

OFF-THE-JOB training:-
There are many management development techniques that an employee can take in off the job. The few
popular methods are:
 Courses
o Day release
o Distance learning, evening classes and correspondence courses
o Revision courses
o Block release
o Sandwich courses
o Sponsored full-time course
  Computer-based training
 E-learning

 Techniques
o role plays
o case studies
o in-tray exercises

Advantages of OFF the job training

 No risk of consequences of actual performance
 Opportunity to learn away from the pressure of work
 Standardization
 Increase the status of employees
Disadvantages of OFF the job training
 Not directly relevant and transferable to work
 Does not suited hand on learning styles
 Need more theoretical
 Not get immediate feedback about their performance

Induction training
Induction training is the process whereby a person is formally introduces and integrated into an organization or system
Induction training is a type of training given as an initial preparation upon taking up a post. Its goal is to help new
employees reach the level of performance expected from an experienced worker.

Process of Induction Training

 Step 1 Pinpoint the areas that the new employee will have to learn about in order to start the job
 Step 2 Introduce the employee to the work premises and facilities
 Step3 Briefings by the HR manager on relevant policies and procedures
 Step 4 Introduce the new employee to the key people in the office such as health and safety officer, co-workers
 Step 5 Introduce work procedures, systems rules and reporting structures etc.
 Step 6 Plan and implement the appropriate training programmes.
 Step 7 Monitor the initial progress
Methods of development
We know that development is the process of improving by enlarging or refining. Both the organisation and the
employees can strive for development of their potential. There are many different approaches towards development
which may be given as follows:

Management development:-
An attempt to improve managerial effectiveness through a planned and deliberated learning process.
This may include the development of management/ leadership skills. Management education such as
MBA programs and planned experience of different functions positions and work setting, in preparation
for increasing managerial responsibilities

Career development
Individuals plan career paths. The trend for delayer organisation has reduced opportunities for upward
progression; opportunities may be planned for sideways/ lateral transfers, secondments, to projects
groups, short external secondments and so on, to offer new opportunities

Professional development
Professional’s bodies offer structure programmes of continuing professional development CPD the aim
is to ensure that professional standards are maintained and enhanced

Personal development:-
Business are increasingly offering employees wider ranging development opportunities. Rather than
focusing on skills required in the current job. Personal development creates more rounded, competent
employees who may contribute more innovatively and flexibility to the organisation future needs. It may
also help to foster employee job satisfaction, commitment and loyalty.

Validation of training
Validation of training means observing the results of the program and measuring whether the training objectives have
been achieved.

Evaluation of training
Evaluation of training means comparing the actual costs of the programmed against the assessed benefits that are being
obtained. If the costs are exceeded the benefits the programmed will need to be redesigned or withdrawn.
The five-level evaluation model
The effectiveness of a training scheme may be measured at different levels (Hamblin).

Level 1 Trainees' reactions to the experience. These are usually measured by post-training
feedback forms.

Level 2 Trainee learning (new skills and knowledge): measuring what the trainees have learned on
the course usually by means of a test at the end of it.

Level 3 Changes in job behaviour following training: observing work practices and outputs
(products, services, documents) to identify post-training differences.

Level 4 Impact of training on organisational goals/results: seeing whether the training scheme
has contributed to the overall objectives of the organisation, in terms of quality,
productivity, profitability, employee retention and so on.

Level 5 Ultimate value: the impact of training on the wider ‘good’ of the organisation in terms of
stakeholder benefits, greater social responsibility, corporate growth/survival.

Learning styles by Peter Honey and Alan Mumford

It is a fact that learning depends upon the psychological patterns of the different individuals. No two individuals can
learn in the same way. There are like to be differences in their learning styles. For learning to be effective, it should be
compatible with the preferred learning style of the individual. Peter Honey and Alan Mumford identified the following
learning style

Theorists
Adapt and integrate observations into complex and logically sound theories. They think problems
through in a step by step way. They tend to be perfectionists who like to fit things into a rational
scheme. They tend to be detached and analytical rather than subjective or emotive in their thinking.
 Prefer to understand principles
 Hand off approach
 Like structure training which allows them time for analysis
 Learn best from the teachers who share preference for concepts and analysis
Reflectors
Like to stand back and look at a situation from different perspectives. They like to collect data and think
about it carefully before coming to any conclusions. They enjoy observing others and will listen to their
views before offering their own.
 Prefer to think through first
 Observe everything and think about them in their own way
 Learn at their own pace
 Find difficulty when they are faced with fast learning

Activists
Like to be involved in new experiences. They are opening minded and enthusiastic about new ideas but
get bored with implementation. They enjoy doing things and tend to act first and consider the
implications afterwards. They like working with others but tend to hog the limelight
 Prefer to try things first
 Like to deal with practical problems
 Do not like theoretical learning
 Excited by participation
 Like pressure working
 They are flexible and optimistic

Pragmatists
 Prefer to work with real tasks
 They like study if they see clear link with practical problems
 Good in learning new techniques
 Their overall aim is to implement action plans and doing the task better
 They sometime discard good ideas which only require some development
Learning cycle by David Kolb Having
experience

1. Having experience
2. Reviewing the experience Planning the
Reviewing the
3. Concluding from the experience next steps
experience
4. Planning the next Steps Concluding from
the experience

Learning Organization:
The learning organization is an organization that facilitates the acquisition and sharing of knowledge and learning of all
its members, in continuously and strategically to transform itself in response to a rapidly changing and uncertain
environment.
Learning is not only necessary for individuals. It is also necessary on the organizational level.

Characteristics
 Experimentation
 Learning from past experience
 Learning from others
 Transferring Knowledge quickly and efficiently throughout the organization