Topic: Training and Development

Issues to be dealt with

Theoretical aspect Basic concept of Training and Development Scope of Training programs A system approach to Training Five step Training and Development Process Legal aspects of Training Analyzing Training needs

Theoretical aspect
Methods of Training -Training methods for non-managerial employees -Training methods for managerial and supervisory position Trends in Training Characteristics of successful trainers Management support for Training and Development

Bangladesh scenario
Preliminary discussion Management Training needs assessment mechanism Evaluating Management Training Developing effective Management training policy Conclusion

Training and development Programs

Many new employees come equipped with most of the knowledge and skills needed to start work. others may require extensive training before they are ready to make much of a contribution to the organization .A majority however, will at one time another require some type of training or development activity in order to maintain an effective level of job performance. While training may accomplished on an informal basis is better results are usually attained through a well-organized, formal training program or a comprehensive on the-job development program.

Training

Training may be defined as any procedure initiated by an organization to foster learning among organizational members. Training is the process of teaching new employees the basic skills they need to perform their jobs. (Gary Dessler) Programs that are more present-day oriented, focuses on individuals current jobs, enhancing specific skills and abilities to immediately performs their jobs-called training( DeCenzo and Robbins).

Development
Development programs on the other hand, Prepare employees with learning which will allow them to grow individually alongside the organization itself.

A system approach to training

Since the goal of training is to contribute to the organization overall goals, as well as to the employees personal goals, training programs should be developed systematically. Too often one method or gadget becomes the main focus of a program. Or the objectives may be hazy. Effective behavior bused evaluation is rare.

Systems approach to training emphasizes Training needs analysis Formulating instructional objective Developing learning experiences to achieve these objectives Having performance criteria to be met Obtaining evaluative information.

Systems approach of training has four steps

Needs analysis phase Instructional objectives Training and development phase Evaluation phase

Needs analysis- jurisdiction are;

-Organizational analysis -Task analysis -Person analysis.

Instructional objectives
Core components A statement of the terminal behaviors. A statement of the standards that the trainee is expected to attain. A statement of the conditions under which the trainee is expected to perform the terminal behavior.

Training and development Phase

Evaluations phase

The Five step training and development process

Training programs consist of five steps. The first step need analysis which: identities the specific job performance skills needed, analyses the skills and needs of the prospective trainees and develops specific, measurable knowledge and performance objectives.

The second step is, instructional design in which we decide on, compile, and produce the training programs content including workbooks exercises and activities. Select techniques of training on- the-job and off- the job. The 3rd step is validation step in which the bugs are worked out of the training program by presenting it to a small representative audience.

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The fourth step is to implement the program. by actually training the targeted employee group. Fifth step is an evaluation and follow up in which management assesses the programs successes or failures.

Legal Aspects of training

Various laws apply to training program design and employment attain For example employers may unknowingly violate EEO laws by training relatively few women or minorities. We may eventually have to show that our training admission process is valid, In one recent ADA case, the former employee said that in addition to terminating him, general Motors had denied him training because of his HIV/AIDS disability. The received $ 7000 in back pay and $ 28000 ion compensatory damages.

Analyzing Training Needs

Before training someone, it obviously makes sense to know whether the person really requires training and, if so, what the training should achieve. Training therefore traditionally starts with determining what training is required.

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Task analysis
Performance analysis
Organizational analysis

Methods of Training
Training non-managerial employees It is of two types 1. On the- job 2. Off- the- job

Continue Drawbacks of OJT:

The lack of a well structure training environment. Poor supervisory training skills. The omission of well-defined job performance criteria. Wastage or down line effects or customer dissatisfaction.

To Overcome these Problems:

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Develop realistic goals and measures for each OJT area. Plan a specific training schedule for each trainee. Have supervisors establish a non threatening atmosphere that is conducive to learning. Conduct periodic evaluations.

Benefits of OJT

Ease of organizing and administration. generally lower cost Can be more timely-can quickly address an emerging performance problem.

Off the Job Training

Conference or discussion method Classroom training method Vestibule training Programmed Instruction method

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Computer based Training It is of two types computer assisted instruction (CAI) system computer managed instruction (CMI) system The internet / Intranet Simulation methods

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Uses of other training devices

Apprenticeship training Cooperative training, internships and government training

Training and development of managers and supervisors

On-the-job experiences:

Coaching Understudy assignment Shadow executive Job rotation Lateral transfer Project and committee assignments Staff meetings

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Off-the Job experiences

Conferences and seminars Case studies In basket training Leaderless group discussions Management games Role Playing Sensitivity training Behavior modeling

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Management by the airwaves The great outdoors University and TAFE education

Trends in training

Diversity in training delivery. More emphasis on selfpaced learning and away form the traditional classroom, instructor-les situation. Much greater use of CD_ROM as infotainment and entertainment allows the learner to play and learn simultaneously. Use of drop-in centers where videos, audio tapes, work books, and CD-ROM are all available for a variety of applications. Downsizing of large training departments. confined to one or two people who manage programs, and external facilitators and consultants.

Characteristics of successful trainers

Knowledge of subject Adaptability Sincerity Sense of anecdote Interest Clear instructions Individual assistance Enthusiasm

Management Support For Training

True believer Believer Skeptic Detractor

Fig: training and development attitude continuum

support for training and development

Resistance to training and development

(True believer) Manager both verbally and actively supports and participates

(Believer) Manager verbally supports training in a positive way but often fails to put into practice

(Skeptic) Manager doubts their training is effective and is reluctant to participate

(Detractors) Manager avoids and may campaign against training

Bangladesh scenario
Ataur (1988), in his article Management Training
Policy in Banks gives a detailed expiations regarding training. He elucidated that there is no management training policies for the Banks. Bangladesh Institute of Bank management, which is known as the only national training institute in the Banking sector of Bangladesh, does not have any authority to make guide lines for the training of bank personnel neither in the nationalized sector nor in the private sector.

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A modern Organization has a sound policy conducive to management training. Moreover a management training policy is considered necessary for following reasons:

To provide guidelines for those responsible for planning and implementing management training; To ensure that a companys management training resources are allocated to priority requirements; To provide for equality of opportunity for management training throughout the company; and To inform managerial personnel of training and development opportunities.

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Since these Banks have no management training policy, the poor outcome of it is prevalent obviously. Such deteriorated scenario can be perceived having some glimpse over the issues namely; Assessment of management training needs, Ataur (1999) and Evaluating management Training, Ataur (1987)

Assessment of management Training Needs

Methods of Training Needs Assessment The Sonali Bank Staff College follows task analysis, area of work and identification of the persons who have not received any sort of training as methods of analyzing and determining training needs. In the Agrani Bank, training requirements are generally determined by identifying operational skill gap through bio-data analysis, induction of new entrants to banking jobs, orientation of promoted managers to higher grades and implementation of new policies and programs.

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In the Janata Bank, deficiencies of the managerial personnel are identified at the offset and the managers who have hitherto not received any sort of training are selected and nominated for training. Management training needs of the Rupali Bank are determined through identifying and locating the areas of deficiencies relating to the job assignments.

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A significant number of methods are being used by the trainers or authorities concerned for assessing management training needs. Among them man analysis. job analysis, organizational analysis, organization behavior analysis productivity analysis, interviews, survey, skills analysis, records are being used frequently. Management training needs should be analyzed first for the organization as wholecorporate needs; secondly, for the department functions of occupations within the company group needs; and thirdly, for individual managersindividual needs.

Evaluating management Training

Evaluation is the determination of the effectiveness of a training program and any attempt to obtain information (feed back ) on the effect of a training programmer and to assess the value of the training in the light of that information. To measure the effectiveness of training, trainers, trainees, training facilities, performance of outside training agencies should be evaluated.

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Evaluation of Trainers

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Evaluation of Trainees
Methods generally followed by the training institute are as follows:

Pre-training tests Evaluation during the course by tests, presentation and syndicate methods. Group discussion Post-training evaluation at the end of the courses by the users Arrangement of refreshers courses for both the managerial and non-managerial employees after few months of training. Post-training follow-up of participants performance.

Developing effective training policy

The training directors are responsible for developing management training policies and effectiveness of it will be increased if they have consulted their subordinates The participation of employee representatives on training boards and on company training committees and the growing awareness of the benefits of involving employees in decision making, have led some organizations to develop policies.

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The training policy should also be formulated by line personnel with the assistance and advice of staff. The policy should usually indicate training objectives specifying with formulating policy, attempts should be made to ascertain the possibilities to be accomplished through training, individuals responsible for imparting the training, the type of training required, time and place of training, remuneration of managerial personnel during training period , the methods to be employed in evaluating the results of training, relationship of training with allied personnel polices and related issues.

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The management training policy should also include who gives and receive training, what courses and programs will be offered, when training will be conducted, how it will be given. Every policy of management training must be formulated in consultation with the training division in central and regional level.

Conclusion

Training can satisfy the needs of the organization if it is planned and executed properly, otherwise, it becomes certainly wasteful. Training planned and initiated for managers who do not need it is equally wasteful. Give individuals what they need, when they need and are ready to receive it and learning is more probable.

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There is no doubt that training needs of managerial personnel of the Sonaly, Janata, Agrani and Rupali Banks are not assessed in a scientific way. At present, survival in the area of free banking business is a paramount importance in Bangladesh. To cope with the compe tition, thereof, without determining training needs no manager should be nominated for training whether in the in-bank courses or out- bank courses.

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Training needs of managers should be assessed systematically and scientifically by applying appropriate techniques and strategies at least before training. After training it is imperative to evaluate properly if the management want to have long run benefits out of it. Poor evaluation on the otherhand, will result in just wastage of resources nothing else

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Nevertheless, constant review of the performance of the trainees may help improve the assessment procedure in future. Top management of the banks must make up their minds, formulate policies and take necessary steps in this connection with the cooperation of the respective training institutes.

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These commercial Banks have a long way to go for the formulation of comprehensive and appropriate policies that provide guidelines for both thinking and action in the organization. They would considerably rejuvenate their management development effort through management training system if they clarify their goals purpose and values and come up with a clear-cut comprehensive set of policies covering areas of management training system.