TRAINING AND DEVELOPMENT

Definition: Training and Development

Training and Development is a subsystem of an organization which emphasize

on the improvement of the performance of individuals and groups. Training is
an educational process which involves the sharpening of skills, concepts,
changing of attitude and gaining more knowledge to enhance the performance
of the employees. Good & efficient training of employees helps in their skills &
knowledge development, which eventually helps a company improve.

Need for Training and Development

Training and development of employees is a costly activity as it requires a lot

quality inputs from trainers as well as employees. But it is essential that the
company revises its goals and efficiencies with the changing environment. Here
are a few critical reasons why the company endorses training and development
sessions.

• When management thinks that there is a need to improve the performances of

employees

• To set up the benchmark of improvement so far in the performance

improvement effort

• To train about the specific job responsibility and skills like communication
management, team management etc

• To test the new methodology for increasing the productivity.

Advantages of training and development

Training and development has a cost attached to it. However, since it is

beneficial for companies in the long run, they ensure employees are trained
regularly. Some advantages are:

1. Helps employees develop new skills and increases their knowledge.

2. Improves efficiency and productivity of the individuals as well as the teams.

3. Proper training and development can remove bottle-necks in operations.

4. New & improved job positions can be created to make the organization leaner
5. Keeps employees motivated and refreshes their goals, ambitions and
contribution levels.

Disadvantages of training and development

Even though there are several advantages, some drawbacks of training and
development are mentioned below:

1. It is an expensive process which includes arranging the correct trainers and

engaging employees for non-revenue activities.

2. There is a risk that after the training and development session, the employee
can quit the job.

IMPORTANCE OF TRAINING AND DEVELOPMENT

1) Improved employee performance – the employee who receives the

necessary training is more able to perform in their job. The training will
give the employee a greater understanding of their responsibilities within
their role, and in turn build their confidence. This confidence will enhance
their overall performance and this can only benefit the company.
Employees who are competent and on top of changing industry standards
help your company hold a position as a leader and strong competitor within
the industry.
2) Improved employee satisfaction and morale – the investment in training
that a company makes shows employees that they are valued. The training
creates a supportive workplace. Employees may gain access to training they
wouldn’t have otherwise known about or sought out themselves.
Employees who feel appreciated and challenged through training
opportunities may feel more satisfaction toward their jobs.
3) Addressing weaknesses – Most employees will have some weaknesses in
their workplace skills. A training program allows you to strengthen those
skills that each employee needs to improve. A development program brings
all employees to a higher level so they all have similar skills and
knowledge. This helps reduce any weak links within the company who rely
heavily on others to complete basic work tasks. Providing the necessary
training creates an overall knowledgeable staff with employees who can
take over for one another as needed, work on teams or work independently
without constant help and supervision from others.
 4) Consistency – A robust training and development program ensures that
employees have a consistent experience and background knowledge. The
consistency is particularly relevant for the company’s basic policies and
procedures. All employees need to be aware of the expectations and
procedures within the company. Increased efficiencies in processes results
in financial gain for the company.
5) Increased productivity and adherence to quality standards –
Productivity usually increases when a company implements training
courses. Increased efficiency in processes will ensure project success which
in turn will improve the company turnover and potential market share.
6) Increased innovation in new strategies and products – Ongoing training
and upskilling of the workforce can encourage creativity. New ideas can be
formed as a direct result of training and development.
7) Reduced employee turnover – staff are more likely to feel valued if they
are invested in and therefore, less likely to change employers. Training and
development is seen as an additional company benefit. Recruitment costs
therefore go down due to staff retention.
8) Enhances company reputation and profile – Having a strong and
successful training strategy helps to develop your employer brand and make
your company a prime consideration for graduates and mid-career changes.
Training also makes a company more attractive to potential new recruits
who seek to improve their skills and the opportunities associated with those
new skills.

Training can be of any kind relevant to the work or responsibilities of the

individual, and can be delivered by any appropriate method.

Types of training:

Training is an organized activity conducted to improve the performance of an

employee and to bring about a considerable change in the skills, knowledge,
attitude, behaviour for performing a particular kind of a job.

There are several types of training programs which are carried out in the
different business situations.
Induction or Orientation Training: Introducing a new employee to the
organization’s environment comprising of a day to day functioning, products,
services, rules and regulations are termed as Induction or orientation training.
The purpose of such training is to reduce the nervousness of a new joinee, by
making him accustom to the working environment.It is also called as an
orientation training, which means giving a fair idea to the new employee about,
what he is supposed to do in the organization.

Job Training: This training is job specific and is given to the employee who
has to perform that job. Under this training, the information about the machine,
the process of production, methods to be used, the safety measures to be
undertaken, etc. are explained.Through this training, the employee develops the
confidence and the necessary skills, that enables him to perform his job
effectively and efficiently.

Safety Training: The safety training is given to the employees so as to

minimize the number of accidents caused due to the handling of machines or
other equipment. Under this training, the employees are given the safety
instructions on the usage of machinery and the other dangerous devices.

Apprenticeship Training: Under this training, the worker earns while learning.
This training is generally given to the technical staff, craftsmen, plumber, etc.
who are required to work under the superior for a relatively longer period, until
he gains the expertise in that particular field.

Internship Training: Under this type, the educational or vocational institutes

have an arrangement with the industrial institutes to provide practical
knowledge to its students.Sometimes, the companies also offer the pre-
placement offers to the trainees on the basis of their performance during their
internship program.
Refresher Training or Retraining: As the name implies, the retraining or
refresher training is given to the old employees with the purpose of improving
their efficiencies. They are introduced to the new methods and technologies that
would result in the increased productivity and reduces the monotony in their
daily work.

Promotional Training: This training is given to the potential employees, who

can be promoted to the senior position in the organization. The promotional
training is given in advance so that employee gets accustomed to the new roles
and responsibilities and do not get nervous at the time of promotion.

Remedial Training: This training is given in order to overcome the

shortcomings in the behavior and performance of old employees. Due to the
invention of technology, the employees may resist to accept the change and
cause a disturbance in the organization.Therefore, such training is given to
make them understand the importance of change and its necessity in the
operations of business. This training is generally given by the psychological
expert.

Identifying training need :

Many companies balk at conducting an analysis because it seems overwhelming
to figure out where to start. Here are 8 concrete steps to get you started on how
to identify the training needs of employees:

1. Decide What You Are Trying To Achieve

Some folks place evaluating employees’ baseline knowledge before goal-

setting, but your data will be much richer if it has context. Decide on
organizational goals and objectives for your company before gathering
employee data to decide where to spend your valuable training time.

Your goals might be very concrete (e.g., migrate the entire office to new
software) or somewhat intangible (e.g., improve customer service), but if you
can think of it and set it as a goal, you can train it and measure your progress.

Whatever your goals, make sure the entire C-suite is onboard and ready to focus
on moving towards them.
2. Identify The Knowledge, Skills, And Abilities Needed To Meet Your
Objectives

As your company grows and changes (and the world right along with it), your
employees may have gaps in their knowledge, skills, and abilities.

This step carefully breaks down and articulates what employees need to know,
understand, and are able to do at the end of training to meet your stated goals.
These learning objectives for individuals help further guide and focus your
training.

3. Figure Out What Employees Know

Piggybacking on step two, take your list of knowledge, skills, and abilities, and
determine where on the spectrum your employees fall. Give employees a chance
to show what they know (and identify any gaps) before you start designing your
learning programs.

There is a variety of ways this information can be collected, including:

1) Using questionnaires or surveys

2) Observing employees and examining their work
3) Conducting formal assessments

4. Talk To Employees

Take the time to ask employees what they need to do their jobs better. Are they
happy in their work, and, if not, what might make them happier?

Encourage open feedback by separating these conversations from any type of

HR setting. Make it clear that you are really interested in setting goals and
objectives for training that match employee needs, not deciding who gets the
next pay cut. This can help you find deficiencies you would have never thought
to check.

5. Talk To Managers

Managers are the bridge between executives and workers. As such, they have a
unique perspective on how things are going in the boardroom and on the street.

Talk to your managers to see what they feel it can be improved on and what can
be put on the back burner.
6. Decide On The Data Points That Are Valuable To Your Team

In the collected data, what do you want to focus on? If employees across the
board think that lunch is too short, but that doesn’t meet your goal of
implementing more efficient bidding or invoicing process, don’t focus on lunch
for now.

Match the feedback you get to the goals you set at the beginning of the process.

7. Evaluate Your Current Training Resources

Once you figure out what employees know and have taken the temperature of
your managers, it’s time for you to figure out what training resources are
already in place to support progress towards your objectives, and what needs
fine-tuning (or scrapping altogether).

Your Training Needs Analysis might also uncover how employees prefer to
learn, which can reduce training friction once you do roll the training out.

8. Match Your Training To Your Needs : Matching your training to your

needs means making sure you have the right amount of training, focused on
exactly what employees need in order to meet your organizational goals from
step one. Because employees have so little time for training as it is, you want to
make sure they are getting what they need, when they need it.If you are trying
to revamp your procedures for checking compliance with local regulations, now
it isn’t the time to also train employees on how to order office supplies. Focus
on giving employees the training they need without a bunch of extras that are
distracting or time-consuming.

METHODS AND TECHNIQUES OF TRAINING :

Methods of Training: On-the-job Training Method and Off-the-Job Methods

Management development is a systematic process of growth and development

by which the managers develop their abilities to man-age. It is concerned with
not only improving the performance of managers but also giving them
opportunities for growth and develop-ment.

There are two methods through which managers can improve their knowledge
and skills. One is through formal training and other is through on the job
Experiences. On the job training is very important since real learning takes
place only when one practices what they have studied.

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a

specific job and taught the skills and knowledge necessary to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.

2. It is a less expensive method.

3. The trainee is highly motivated and encouraged to learn.

4. Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:

This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps
the trainee under-stand the problems of other employees.

2. Coaching:Under this method, the trainee is placed under a particular

supervisor who functions as a coach in training and provides feedback to the
trainee. Sometimes the trainee may not get an opportunity to express his ideas.
3. Job instructions:

Also known as step-by-step training in which the trainer explains the way of
doing the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:

A group of trainees are asked to solve a given organizational problem by

discussing the problem. This helps to improve team work.

5. Internship training: Under this method, instructions through theoretical and

practical aspects are provided to the trainees. Usually, students from the
engineering and commerce colleges receive this type of training for a small
stipend.

2. Off-the-job Methods:

On the job training methods have their own limitations, and in order to have the
overall development of employee’s off-the-job training can also be imparted.
The methods of training which are adopted for the development of employees
away from the field of the job are known as off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:

Usually case study deals with any problem confronted by a business which can
be solved by an employee. The trainee is given an opportunity to analyse the
case and come out with all possible solutions. This method can enhance analytic
and critical thinking of an employee.

2. Incident method:

Incidents are prepared on the basis of actual situations which happened in

different organizations and each employee in the training group is asked to
make decisions as if it is a real-life situation. Later on, the entire group
discusses the incident and takes decisions related to the incident on the basis of
individual and group decisions.

3. Role play:

In this case also a problem situation is simulated asking the employee to assume
the role of a particular person in the situation. The participant interacts with
other participants assuming different roles. The whole play will be recorded and
trainee gets an opportunity to examine their own performance.

4. In-basket method:

The employees are given information about an imaginary company, its

activi-ties and products, HR employed and all data related to the firm. The
trainee (employee under training) has to make notes, delegate tasks and prepare
schedules within a specified time. This can develop situational judgments and
quick decision making skills of employees.

5. Business games:

According to this method the trainees are divided into groups and each group
has to discuss about various activities and functions of an imaginary
organization. They will discuss and decide about various subjects like
production, promotion, pricing etc. This gives result in co-operative decision
making process.

6. Grid training:

It is a continuous and phased programme lasting for six years. It includes phases
of planning development, implementation and evaluation. The grid takes into
consideration parameters like concern for people and concern for people.

7. Lectures:

This will be a suitable method when the numbers of trainees are quite large.
Lectures can be very much helpful in explaining the concepts and principles
very clearly, and face to face interaction is very much possible.

8. Simulation:

Under this method an imaginary situation is created and trainees are asked to act
on it. For e.g., assuming the role of a marketing manager solving the marketing
problems or creating a new strategy etc.

9. Management education:

At present universities and management institutes gives great emphasis on

management education. For e.g., Mumbai University has started bachelors and
postgraduate degree in Management. Many management Institutes provide not
only degrees but also hands on experience having collaboration with business
concerns.

10. Conferences :

A meeting of several people to discuss any subject is called conference. Each

par-ticipant contributes by analysing and discussing various issues related to the
topic. Everyone can express their own view point.

EVALUATING TRAINING EFFECTIVENESS

Training is a key part of any organisation. It doesn’t just enable employees to do
their job, but it plays a role in determining how productive and efficient an
organisation is. For this reason, it’s important to be both clear on what the goals
of any training are before it’s implemented and to evaluate training once it’s
complete to determine how effective it has been.

1) Reaction - what learners think and feel about the training having
undertaken it.

2) Learning – how well learners have retained the knowledge delivered by

the training.

3) Behaviour – how well the learner has put the knowledge into practice.

4) Results – what overall impact the training has had.

In a work environment, these might apply to how well an employee has

received the training, how well they’ve retained the knowledge for the delivery
of their role, how well they’ve used the knowledge for their role and how the
training has impacted the company’s productivity or bottom line.

The main area of evaluation in which e-learning can help is that of knowledge
retention. Historically, it may have been straightforward enough to get
employee reactions to training, monitor how well they’ve put it into practice
and see how that has reflected in company performance. Evaluating knowledge
retention from training, though, would have required subsequent and continued
testing, which might have been too time-consuming to feel worthwhile.

E-learning platforms like Wranx, however, build the evaluation of knowledge

retention into the learning process. In order to reinforce the knowledge that is
being taught, learners are given short drills, by way of answering which they
provide instant feedback back on their learning performance and the training
effectiveness. Longer, end-of-unit assessments are also common and provide
the same information.

DEVELOPMENT:

What is Development?

Development is a process that creates growth, progress, positive change or the

addition of physical, economic, environmental, social and demographic
components. The purpose of development is a rise in the level and quality of
life of the population, and the creation or expansion of local regional income
and employment opportunities, without damaging the resources of the
environment. Development is visible and useful, not necessarily immediately,
and includes an aspect of quality change and the creation of conditions for a
continuation of that change.

CONCEPT OF EXCUTIVE DEVELOPMENT:

Executive development – or simply development because it refers to learning

opportunities thrown open to managers working at various levels – is any
attempt to improve managerial performance by imparting knowledge, changing
attitudes or increasing skills. The aim of development is not just to improve
current job performance of managers but to prepare them for future challenging
roles.

DEFINITION : Executive development is considered as a systematic process of

learning and growth through which executives gain and apply the knowledge,
skills, and attitude to their jobs in the organisations efficiently and effectively.
Executive development relates experience with learning. The main purpose of
executive development is that managers should learn from their experiences.

Executive Development – 10 Main Principles or Guidelines Observed by

the Management towards Executive Development

The following principles or guidelines should be observed by the management

towards executive development:
1. It is the responsibility of the management to arrange for executive
development, which should be kept in charge of a senior executive.

2. Every departmental manager should take the responsibility of developing his

subordinate extinctive.

3. Executive development programme should aim at meeting the needs of the

individual executive as well as the needs of the enterprise.

4. The pre-requisite of effective executive development is the se-lection of the

right man for the executive position.

5. The management should formulate a definite strategy of ex-ecutive

development specifying clearly the various objectives, coverage and type of
development.

6. The management should prepare a realistic time schedule for the executive
development programme keeping in view the present and future needs of the
organisation.

7. The executive development programme should be made ap-plicable to each

and every executive so as to avoid executive obsolescence and impart latest
knowledge and skills to all the executives.

8. The management should create congenial and favourable cli-mate conducive

to executive development.

9. The participation of executives in every development pro-gramme should be

made mandatory.

10. The management should arrange for feedback to its trainee executives so as
to enable them to take necessary steps to improve themselves.

Executive Development – 6 Step Process:

Step # 1. Analysing Development Needs:

In the first instance, once a decision is made to launch an executive

development programme, a close and critical examination of the present and
future developmental needs of the organisation is made. It becomes necessary to
know how many and what type of managers are required to meet the present
and future needs of the organisation.
This requires organisational planning. A critical examination of the organisation
structure in the light of the future plans of the organisation reveals what the
organisation needs in terms of departments, functions and executive positions.

After getting the information, it will be easy to prepare the descriptions and
specifications for different executive positions, which in turn gives information
relating to the type of education, experience, training, special knowledge, skills
and personal traits for each position.

By comparing the existing talents including those to be developed from within

with those which are required to meet the projected needs enables the
management to make a policy decision as to whether it wants to fill these
positions from within or from outside sources.

Step # 2. Appraisal of Present Management Needs:

For the purpose of making above mentioned comparison, a qualitative

assessment the existing executives will be made to determine the type of
executive talent available within the organisation and an estimate of their
potential for development is also added to that. Then comparison is made
between the available executive talent and the projected required talent.

Step # 3. Inventory of Executive Manpower:

An inventory is prepared to have complete information about each executive.

For each executive, a separate card or file is maintained to record therein such
data as name, age, length of service, education, experience, health, test results,
training courses completed, psychological test results, performance appraisal
results etc.An analysis of such information will reveal the strengths and
weaknesses of each executive in certain functions relative to the future needs of
the organisation.

Step # 4. Planning Individual Development Programmes:

Guided by the results of the performance appraisal which reveal the strengths
and weaknesses of each executive, the management is required to prepare
planning of individual development programmes for each executive. According
to Dale S. Beach, “Each one of us has a unique set of physical, intellectual,
emotional characteristics. Therefore, a development plan should be tailor-made
for each individual”.
“It would be possible to impart knowledge and skills and mould behaviour of
human beings, but it would be difficult to change the basic personality and
temperament of a person once he reaches adult-hood stage”.

Step # 5. Establishing Training and Development Programmes:

It is the responsibility of the personnel or human resource department to prepare

comprehensive and well-conceived development programmes. It is also
required to identify existing levels of skills, knowledge etc. of various
executives and compare them with their respective job requirements.

It is also required to identify development needs and establish specific

development programmes in the fields of leadership, decision-making, human
relations etc. But it may not be in a position to organise development
programmes for the executives at the top level as could be organised by reputed
institutes of management.

In such circumstances, the management deputes certain executives to the

development programmes organised by the reputed institutes of management.

Further, the personnel or human resource department should go on

recommending specific executive development programmes based on the latest
changes and development in the management education.

Step # 6. Evaluating Development Programmes:

Since executive development programmes involve huge expenditure in terms of

money, time and efforts, the top management of the organisation is naturally
interested to know to what extent the programme objectives have been fulfilled.
Such programme evaluation will reveal the relevance of the development
programmes and the changes that have been effected by such programmes.

If the objectives of the programme have been achieved, the programme is said
to be successful. But it is difficult to measure the changes or effects against the
pre-determined objectives.

While the effect of certain programmes can be noticed only in the long-run in a
more general way, the effect of certain other programmes may be noticed in the
short-run in a specific way. Grievance reduction, cost reduction, improved
productivity, improved quality etc. can be used to evaluate the effects of
development programmes.
Objectives of Executive Development:

(i) To overhaul the management machinery.

(ii) To improve the performance of the mangers.

(iii) To give the specialist an overall view of the function of an organisation and
equip them to co-ordinate each other’s efforts effectively.

(iv) To identify persons with the required potential and prepare them for senior
positions.

(v) To increase morale of the members of the management group.

(vi) To increase versatility of the management group.

(vii)To keep the executives abreast with changes and developments in their
respective fields.

(viii) To create the management succession which can take over in case of
contingencies?

(ix) To improve thought process and analytical ability.

(x) To broaden the outlook of the executive regarding his role positional and
responsibilities.

Executive Development Objective at Different Levels:

(a) Top Management:

1. To improve thought processes and analytical ability in order to uncover and

examine problems and take decisions in the best interests of the country and
organisation.

2. To broaden the outlook of the executive in regard to his role, position and
responsibilities in the organisation and outside.

3. To think through problems this may confront the organisation now or in

future.

4. To understand economic, technical and institutional forces in order to solve

business problems.
5. To acquire knowledge about the problem of human relations.

(b) Middle Management:

1. To establish a clear picture of executive functions and responsibilities.

2. To bring about an awareness of the broad aspects of management problem,

and an acquaintance with, and appreciation of, inter-departmental relations.

3. To develop me ability to analysis problems and to take appropriate action.

4. To develop familiarly with the managerial uses of financial accounting,

psychology, business law and Business Statistics.

5. To inculcate knowledge of human motivation and human relationship.

6. To develop responsible leadership.

(c) Middle Functional Level and Specialists:

1. To use knowledge of business functions and operations in specific field in

marketing, production, finance and personnel.

2. To use proficiency in management techniques such as work study, inventory

control, operations research and quality control.

3. To stimulate creative thinking in order to improve methods and procedures.

4. To understand the functions performed in a company.

5. To understand industrial relations problem.

6. To develop the ability to ana Objectives of Executive Development:

(i) To overhaul the management machinery.

(ii) To improve the performance of the mangers.

(iii) To give the specialist an overall view of the function of an organisation and
equip them to co-ordinate each other’s efforts effectively.

(iv) To identify persons with the required potential and prepare them for senior
positions.

(v) To increase morale of the members of the management group.

(vi) To increase versatility of the management group.

(vii)To keep the executives abreast with changes and developments in their
respective fields.

(viii) To create the management succession which can take over in case of
contingencies?

(ix) To improve thought process and analytical ability.

(x) To broaden the outlook of the executive regarding his role positional and
responsibilities.

Executive Development Objective at Different Levels:

(a) Top Management:

1. To improve thought processes and analytical ability in order to uncover and

examine problems and take decisions in the best interests of the country and
organisation.

2. To broaden the outlook of the executive in regard to his role, position and
responsibilities in the organisation and outside.

3. To think through problems this may confront the organisation now or in

future.

4. To understand economic, technical and institutional forces in order to solve

business problems.

5. To acquire knowledge about the problem of human relations.

(b) Middle Management:

1. To establish a clear picture of executive functions and responsibilities.

2. To bring about an awareness of the broad aspects of management problem,

and an acquaintance with, and appreciation of, inter-departmental relations.

3. To develop me ability to analysis problems and to take appropriate action.

4. To develop familiarly with the managerial uses of financial accounting,

psychology, business law and Business Statistics.

5. To inculcate knowledge of human motivation and human relationship.

6. To develop responsible leadership.

(c) Middle Functional Level and Specialists:

1. To use knowledge of business functions and operations in specific field in

marketing, production, finance and personnel.

2. To use proficiency in management techniques such as work study, inventory

control, operations research and quality control.

3. To stimulate creative thinking in order to improve methods and procedures.

4. To understand the functions performed in a company.

5. To understand industrial relations problem.

6. To develop the ability to analyses problem in one’s area or functions.

Importance of Executive Development:

1. The size and complexity of organisation, both business and non-business are
increasing. Managers need to be developed to handle the problems of giant and
complex organisation in the face of increasing competition.

2. The rapid rate of Technological and Social change in society requires training
of managers so that they are able to cope with these changes.

Automations cut-throat competition, growth of new markets, enlarged labour

participation, in management, growing public and government interest in
business activities are the major problems that have to be handled.

3. Business and industrial leaders are increasingly recognizing their social and
public responsibilities. They require a much broader outlook to discharge their
new responsibilities. Executive Development is required to broaden the outlook
of managers.

4. Labour management relations are becoming increasingly complex.

Executives require new and better skills in union negotiation, collective
bargaining and grievance redressal. Workers are better educated and more
aware. More competent managers are needed to manage the modern workforce.

5. There is a noticeable shift from owner-managed to professionally managed

enterprises. Even in family
Business houses, development programmes are required to tram and develop
professional managers.

6. Executives need education and training to understand and adjust to changes

in socio-economic forces. Changes in public policy, concept of social justice,
industrial democracy, ecology (pollution) ergonomics cultural anthropology are
the main socio-economic changes.

Without management development programmes, executives may become

obsolete. Executive personnel will not be able to survive in future unless they
keep pace with modern management education, research, principles and
practices.

7. Management of public utilities, state enterprise, and civic Bodies is being

professionalized in order to improve operational efficiency. Similarly,
agriculture, rural development and public administration require professional
executives.