DIFFERENCE BETWEEN TRAINING & DEVELOPMENT TRAINING & DEVELOPMENT Training is a process of learning a sequence of programmed behaviour.

It improves the employee's performance on the current job and prepares them for an intended job. Development not only improves job performance but also brings about the growth of the personality. Individuals not only mature regarding their potential capacities but also become better individuals. DIFFERENCE: Training: 1.It's a short term process. 2.Refers to instruction in technical and mechanical problems 3.Targeted in most cases for non-managerial personnel 4.Specific job related purpose Development: 1.It is a long term educational process. 2.Refers to philosophical and theoretical educational concepts 3.Managerial personnel 4.General knowledge purpose PURPOSE OF TRAINING: 1.To improve Productivity: Training leads to increased operational productivity and increased company profit. 2.To improve Quality: Better trained workers are less likely to make operational mistakes. 3.To improve Organizational Climate: Training leads to improved production and product quality which enhances financial incentives. This in turn increases the overall morale of the organization. 4.To increase Health and Safety: Proper training prevents industrial accidents. 5.Personal Growth: Training gives employees a wider awareness, an enlarged skill base and that leads to enhanced personal growth. PURPOSE OF DEVELOPMENT: Management development attempts to improve managerial performance by imparting 1.Knowledge 2.Changing attitudes 3.Increasing skills The major objective of development is managerial effectiveness through a planned and a deliberate process of learning. This provides for a planned growth of managers to meet the future organizational needs.

Classification of Competencies Competencies can broadly be classified into two categories Basic Competencies

Professional C ompetencies . Basic competencies are inherent in all individuals . Only their degree of existence differs . For example, problem solving is a competency that exists in every individual but in varying degrees . Professional competencies are over and above the basic competencies, and are job related . For example, handling a sales call effectively is a competency that a sales personnel would berequired to have . Hence, it can be simply said that, Competencies = Basic Competencies + Professional Competencies4.1 Types of Basic Competencies T he basic competencies encompass the following: 1. Intellectual Competencies : T hose which determine the intellectual ability of a person . 2. Motivational Competencies

: T hose which determine the level of motivation in an individual . 3 . Emotional Competencies: T hose which determine an individual's emotional quotient . 4. Social Competencies: T hose that determine the level of social ability in a person . It has been proved by various scholars that all individuals have competencies . Only thecombination and degree of these competencies differ from individual to individual . Hence,organizations have to identify the critical basic competencies required for individual employeesto deliver their best in their organization . T he importance of mapping the competencies provescritical for organizational success .

C ompetency Mapping\ C lassification of C ompetencies 8 T hese competencies have been presented below in the form of a grid . Table 4.1: Basic Competencies4.2 Types of Professional Competencies: T he professional competencies encompass the

Knowledge

Experience

Expertise gained by an individual employee

C ompetency Mapping\ C ompetency Mapping 1 3 6. Competency Mapping 6.1 Definition C ompetency mapping is the process of identification of the competencies required to performsuccessfully a given job or role or a set of tasks at a given point of time . It generally examinestwo areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual inareas like team structure, leadership, and decisionmaking . It consists of breaking a given role or job into its constituent tasks or activities and identifyingthe competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills,etc . ) needed to perform the same successfully . 6.2 Process C ompetency Mapping process is designed to consistently measure and assess individual andgroup performance as it relates to the expectations of the organization and its customers .

It isused to identify key attributes (knowledge, skills, and behavior attributes) that are required to perform effectively in a job or an identified process . C ompetency Mapping juxtaposes two setsof data . One set is based on organizational workflow and processes . It starts with the clear articulation of workflow and processes, including all quality and quantity requirements, inputsand outputs, decision criteria, and most important, internal and external customer requirements . T he other set of data is based on individual and group performance capabilities . It is collectedthrough the utilization of a variety of assessment tools and procedures (which may include arobust 3 6 0- degree feedback process) to assess the extent to which individuals and groups canconsistently demonstrate over time the competencies required to meet the expectations . Wherethe output from the organizational maps meet the individual and group performance capabilities,an overall trend line is created that identified where in the process specific developmentalopportunities exists, and with what specific population . C ompetency Mapping process can be thefoundation for aligning workflow and process outputs with critical customer requirements with afoundation of required employee attributes and competencies . It is further covered in greater details in section