Training & Development Practices

Dr. Muktai Chavan Deb

 Unit I: Introduction to Training
and Training Need Analysis

Training, Development, Education

Objectives of training
Benefits of training
Why and when to conduct TNA?
TNA model
Data sources for locating gap in
organizational performance
Framework for conducting TNA
Output
 What’s Your Secret?
Tom, a wood-cutter, worked for a timber
company for five years but was never given
a raise.
The timber company then hired Jack and
within a year Jack was given a raise. Tom
resented Jack being given a raise after only a
year and went to his boss to complain about it.
The boss said, “You are still cutting the same
number of trees you were cutting five years
ago. We are a results-oriented company
and would be happy to give you a raise if your
productivity goes up.”
So Tom went back and started working harder
and putting in longer hours but he still was not
able to cut more trees. He went back to his boss
and told him of his difficulty.
The boss told Tom to talk to Jack. “Maybe there
is something Jack knows that you and I don’t.”
Tom went to Jack and asked how he managed to
cut so many trees.
Jack answered, “After every tree I cut, I take
a break for two minutes and sharpen my
axe.”
 Knowledge Skills and Abilities
Knowledge Skills Abilities
Theoretical or Proficiency you Quality of being able
practical develop through to do something
Understanding of a experience or
subject practice
Acquired through Practiced or learned This is inbuilt, i.e.
experience or behavior you have it in you.
practice
Increases with Can be improved to
practice a certain extent

Eg: How to cut a Eg: Having skill in Eg: Having natural

tree (theory) cutting a tree by ability to cut a tree
practice

Can we get more knowledge, develop skills and

improve our abilities?
 YES!

We can gain more Knowledge by

Education and Learning.
We can develop Skills through
Training.
We can improve through Development
 Training, Learning, Education and Development

Training Learning Education Development

A planned A process A process and The general
and where an series of enhancement
systematic individual activities of growth and
effort to acquires which aim at skills of an
modify or KSA’s through enabling an individual
develop KSA’s reflection, individual to through
through study or assimilate conscious and
learning experience or and develop unconscious
experience instruction knowledge, learning
skills, values
and
understandin
g that are
simply not
related to a
narrow field
of activities
 Training, Education and Development
According to Flippo, training is the act of
increasing the knowledge and skills of an
employee for doing a particular job.
Development, in contrast, is considered to be
more general than training and more oriented to
individual needs in addition to organizational
needs and it is most aimed towards management
people.
The term “education” is wider in scope and more
general in purpose when compared to training.
Education is imparted with the help of schools or
colleges and the contents of such a program
generally aim at improving the talent of an
individual
Training and Development as a
Key function of HRM

Planning
Organizing
Managerial Staffing
Functions Direction
Controlling
Functions
of HRM Procurement
Maintenance
Operative Development
Functions Compensation
Motivation
Integration
 Objectives of Training

To impart basic
knowledge and job To enhance skills To make optimum
related skills to and productivity of utilization of
new entrants and an employee resources
enable them to
perform better
To equip employees
to meet the
To prevent
challenges of
obsolesce of
changing
technical skills and
requirements of the
competencies
job and the
organization.
 Benefits of Training
Benefits to the Benefits to the
Employee/Individual Organization/Supervisor

Training helps in increasing the Training results in better

performance at job. productivity and makes the
employee more useful.
Training helps the employees in Trained employees serve
managing various situations. customers very well and this
results in spreading Goodwill of
the organization.
Trained employees use the raw Optimum utilization of resources
materials/ machines/ tools results in increased profits.
carefully thereby reducing
wastage.
Trained employees can work Training reduces the efforts of the
efficiently without supervision supervisor who can use that time
in other fruitful work
Training reduces accidents at Training improves confidence in
workplace. employees and thus prepares
them to take up higher jobs
Whom to Train?

What to Train?

How to Train?
 Whom to Train?
Newly
Existing
Recruited
Employees
Employees

Newly recruited employees need training to

understand the workings of the organization, the
process of working and develop the skills
required to do the job as per the standards set
by the organization.
Existing employees need training to upgrade
their skills to match with the current market
trends. These employees need to empower
themselves for career development and their
succession planning.
 PDCA Model of Training
 Training like any managerial activity is well
planned and implemented. Hence the concept of
“Plan- Do-Check-Act” fits well with the process
of training in any organization.
 PLAN- This is the step where in you find the
training needs of the employees i.e. Training
Need Assessment. What should be learned, who
should learn and how to learn is all planned.
 DO- Developing and designing the training
program based on needs identified and process
planned.
 CHECK- Implementation of the training program
followed by evaluation of what is being learned
and to what extent.
 ACT- Continuation of Check stage where
 Bramley’s Model of Training Based
upon improving effectiveness
What aspects of How are the levels of
organizational effectiveness or
effectiveness or performance to be
performance are to be measured or
changed? evaluated?
Training/Learning What behaviors are
activities necessary to achieve
these performance
Is there a need for
levels?
learning?

What knowledge, skills and

attitudes are needed to support
these behaviors?
What aspects of supervision, job
design or structure need to be
changed?
Mutsuddi Indranil, Essentials of Human Resource Management , Chapter 3, Training and development, Pg. 247, New Age
International Publishers
 Traditional Model of Training based on
Individual education and learning

Individuals want to Learning activity is

learn something organized and run

Application of new Changes in levels of

knowledge or skills in the knowledge and Skills
workplace

Mutsuddi Indranil, Essentials of Human Resource Management , Chapter 3, Training and development, Pg. 247, New Age
International Publishers
Systematic Approach to
Training
Organizational
objectives

Evaluation of Identification of
training Training needs

Implementation
of training Training goals
program

Design Training
Program
 Why to conduct TNA?
Identifies the “gaps”, “lacunas”, “problems
areas”.
Avoids training for the “sake of training”.
Separates “Symptoms” from “Causes”.
Makes sure that managers and
subordinates give commitment towards
training programs.
Avoids training the wrong people and
imparting wrong competencies.
Avoids using the wrong training methods.
 When to conduct TNA?
New equipments/New products/New
procedures/ New markets/ New
legislations/ New policy/ New systems/
New technology
Skill shortages
Succession planning
Downsizing
Induction Training
Internal promotions/ Internal Transfers
Performance Appraisal
 TNA Model

Training
Organizatio Needs
nal Analysis
TRIGGER Identify
Actual Performan
Organizatio Operational ce
n Analysis Discrepan
Performanc cy and
e< causes of
Expected discrepanc
Organizatio Person Non
Analysis y
n Training
Performanc Needs
e
 Data sources for locating gap in
organizational performance
Sources of data Implications for Training
Needs
1. Organizational goals This source suggests where
training emphasis should be
placed
2. Organizational Climate These “quality of working life”
Indicators indicators at the organizational
a. Labor management data, level provide indicators of
strikes, lockouts, etc organizational performance gaps
b. B. Grievances
c. Turnover
d. Absenteeism
e. Suggestions
f. Productivity
g. Accidents
h. Short term sickness
i. Attitude Surveys
3. Analysis of Efficiency
Indexes
a. Costs of labour
 Data sources for locating gap in
organizational performance

Sources of data Implications for Training

Needs
4. Changes in system or sub- New or changed equipment may
systems require training
5. Management Requests or One of the most common
Management Interrogation methods for identifying
performance discrepancy
6. MBO or Work Planning and Provides actual baseline
review Systems performance data on a
continuous basis. From these
measures the company is able to
determine improvement or
deterioration of performance.

Source: References for these methods can be found in M. Moore, P.Dutton (1978) Training
Need Analysis: Review Critique. Academy of Management Review 3, pp. 532-545
 Framework for conducting TNA
Organizational Analysis
Operational Analysis
Mission/Vision/goals/
Job Descriptions
strategies
Job Specifications
Resources
Performance standards
Reward systems
KSA
Job design
Competencies
Job performance

Person Analysis
Appraisal/ Observation
Interviews/Questionnaire/ Attitude
surveys
Coaching
Customer complaints
Proficiency tests
Absenteeism/ Waste/Grievances/
product quality
 Output of TNA
Non Training Needs- These show no
deficiency in KSA and training is not always
the best solution. These performance gaps are
a result of rewards/punishment inconsistency ,
inadequate or inappropriate feedback or
obstacles in the system.
Non Training needs that have a KSA
deficiency- Job aids, Practice and Changing
the job itself
Training Needs- Once the gap has been
identified, a systematic plan has to be
designed and implemented to remove the KSA
discrepancy.
 Proactive TNA and Reactive
TNA
Proactive TNA focuses on future human
resource requirements. Training can be
designed and implemented after careful
consideration.
Reactive TNA begins with an existing
discrepancy in job performance. Training
needs to be done quickly as the gap has
already been identified and its affecting the
productivity
 Summary
 Training, Education and Development-these three
terms though used interchangeably are different
from each other.
 Training is a process where not only the
employee but also the employee gets benefitted.
 Training like any managerial activity is well
planned and implemented.
 Before training, one needs to identify whom to
train, what to train and how to train.
 Training needs identification is a process where
performance gaps are identified and training
needs and non training needs come to fore.
 TNA can be proactive (future oriented) or
reactive (problem identified).
 References
 Mutsuddi Indranil, Essentials of Human Resource
Management , Chapter 3, Training and
development, New Age International Publishers

 Blanchard Nick, Thacker James, Effective

Training Systems, Strategies and Practices,
Chapter 4, pp 100-143, Pearson Education, 3rd
Edition
Dr.Muktai Chavan Deb
Assistant Professor
Ph.D, M.B.A, M.A. (Clinical
Psychology), Certificate of
Teaching in English (IGNOU)
Academic Experience- 14 years

Dr.Muktai Chavan Deb is a

trainer and a clinical
muktaideb@gmail.com
psychologist who believes in
mentoring and finding the
potential in the students.. She
Dr.Muktai Chavan Deb
is a resource person for many
academic institutions and
companies. Her area of
@MuktaiD
interest is Human Resource
Management, Organizational
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