Concepts

of
Training & Development

By
M. Sanwar Jahan Bhuiyan, Ph D
Joint Secretary/DEPD
Skills for Employment Investment program
Finance Division, Ministry of Finance
Setting Ground Rules and Norms

• Knowing each other, first

• Timely attending the session
• Not to make any side talk
• Participating in discussion
• Keep open your camera while attending class
• Talking one by one, before talking, taking
permission is needed
• Timely submission of assignments and
exercises
• Participating actively in group-discussions
• Not to request for make-up exam
• Showing mutual respect to other fellas
• Keeping mobile phones in silent mode
• Not receiving phone call in class room
Requirement of Attending the Course

• Holding at least executive level position in

organization
• Completion of Fundamentals of Management
• Completion of Fundamentals of HRM
Briefing about the Course

• Purpose of the Course

– Employee Training and Development is an integral
part of human resource management of an
organization.
– A professional HR manager must have sufficient
knowledge on training and development of
employees of all levels of the organization.
– One HR manager should also have sufficient skill to
design, implement and evaluate training and
development interventions of the organization.
– In the corporate level practices, an HR manager
should have capacity to formulate and implement
training policy, strategies and frameworks linking to
the career development of the human resources.
– Considering the professional responsibilities of an
HR manager and emerging issues of training and
development arena, the following objectives are
determined for the course.
Briefing about the Course
• Course Objectives
• After completion of the course, the
participants will be able to
– understand and explain clearly the most
recent concepts, principles and methods of
training and development;
– plan, design, implement and evaluate
effectively training and development
programs for the human resources of own
organization;
– analyze and formulate prudent corporate
policy, strategies and frameworks on training
and development of own organization; and
– create a culture of continuous learning and
development for the HR of all levels in own
organization.
 Briefing about Course Contents
Topic Titles Contents
Concepts of Training & Definitions of Training, Learning & Development; Distinguish
Development between Training & Development, Types of training: On-the-
job, Off-the-job, Pre-service and In-service Training; General
Objectives of Training and Development

Theory & Psychology of Behaviorist Theories; Cognitivist Theories; Constructivist,

Training & Learning Social, and Situational Theories

Systematic & Integrated Training Cycle; Different Steps of Training Cycle: TNA,
Approach of Training: The Devising Objectives & Learning Outcomes, Designing
Training Cycle Curriculum, Program Implementation and Training Evaluation

Training & Development Need Training and Development Need Analysis; Techniques of TNA;
Analysis TNA & DNA Areas; Profiling Expected Managerial
Competencies for Effective TNA & DNA

Curriculum Development Devising Training Objectives, Forms of Training Objectives,

Outlining Learning Outcomes using Blooms Taxonomy,
Developing Curriculum

Techniques of Training Methods of Training, Effectiveness of Training Methods,

Delivery Appropriate Methods for Training & Development,
Categorizing of methods (Constructive & Instructive)
Transfer of Training Theory of Transfer, Factors Affecting Transfer of Training,
Models of Transfer of Training
 Briefing about Course Contents
Topic Titles
Transfer of Training
Training Evaluation
Management Development
Interventions for Top
Executives
Theories and Techniques of
Leadership Development
Andragogic Theories of Learning
Executive Development
Interventions for Top Executives
Competency Framework and
T&D Interventions of Civil
Service: Experience from
developed countries
Contents
Theory of Transfer, Factors Affecting Transfer of Training, Models of Transfer of
Training
Difference between Assessment and Evaluation, Models of Training Evaluation:
Kirkpatrick, Kaufman, CIRO and Phillip Models for Training Evaluation, Types of
Evaluation: Post Test & Pre-test, PTU, Follow-up Study, Impact Study of Training
Theories of Leadership/Mgt. Development: Pedagogy & Andragogy, Experiential
Learning, Kolb-Model of Experiential Learning, MATT-2 Model of Leadership
Development etc.
Methods of Leadership/Mgt. Development Beyond Training Interventions:
Executive Education; Outdoor Leadership Development; Action Learning;
Coaching and Mentoring; Joint Problem Solving, Shadowing; Lien and
Deputation; Regional Exposure Visits (REV), Continuing Professional
Development by Self Initiatives
A. Experiential Learning Theories
Pedagogy & Andragogy, Experiential Learning, Kolb-Model of Experiential
Learning, MATT-2 Model of Leadership Development etc.
A. Methods of Leadership/Mgt. Development Beyond Training Interventions:
Executive Education; Action Learning; Coaching and Mentoring; Joint Problem
Solving, Shadowing; Lien and Deputation; Regional Exposure Visits (REV),
Continuing Professional Development by Self Initiatives
Definitions of Competency Framework; Use of Competency Framework;
Competency-based Training & Development; Competency-based Training &
Development Interventions in Korea, UK, India and Australia
 Briefing about Course Contents
Topic Titles Contents
Training Policy Training and Career Development Policy, (Bangladesh) Public
Administration Training Policy 2003 and National Training Policy
2012 of India
A. Institutional Organizational Strategies for T&D: Career Development Strategies
Framework for T&D and Training; Linking Training Performance with Career
B. B. Strategic Issues for Development, Issues of Re-training and re-deployment, Training
Training & Dev. Calendar, Capacity Building of Training Management, Training of
Trainers; Developing and Maintaining Resource Person’s Pool;
cascading approach for decentralizing training

A. KM System for Effective A. Definition and Types of Knowledge; Knowledge Management

T&D System and Its Implications in T&D
B. Learning Organization B. Learning Organization and Organizational Learning, Features of
Learning Organization, Types of Learning, SECI Model for managing
learning in organization

Midterm Exam A. 2 hrs

Final Exam B. 2 hrs
 What is the most important TIME for me?
What is the most important TASK for me?
Who is the most important PERSON for me?
“Three Questions”
-Leo Tolstoy
Training & Development
Albert Einstein

I never teach my pupils.

I only attempt to
provide the conditions in
which they can learn.
 Definitions of Training

Training is a process of developing knowledge,

skill and attitude.

The term “Training” is used to indicate the process by

which attitude, skills, and abilities of employees are
increased to perform a specific job effectively.

Training is a planned process to modify attitude,

knowledge and skill behaviour through learning
experience to achieve effective performance in an
activity or range of activities.
Definitions of Training & Development

Mamblin (1974) defines training as ‘any activity which

deliberately attempts to improve a person’s skill on a
job’ as opposed to education which is mainly
concerned with personal development and not related
directly to a job.

Nadler (1971) has stressed the difference between

‘training’ which is concern with present job and
‘development’ which is concern with future jobs.

Lawrence S. Kleiman defines training and development

as planned learning experiences designed to provide
workers with the competencies needed to perform
their current or future jobs.
 Distinguish between Training and Development
Training is a short-term
process of utilizing a
systematic and organized
procedure by which non-
managerial personnel
learn technical knowledge
and skills for the definite
purpose.
Development is a long-
term educational process
utilizing a systematic and
organized procedure by
which managerial
personnel learn conceptual
issues and theoretical
knowledge for the general
purpose.
 Training Program Vs. Development Program
Training Program Management Development
Program
 Training arranges for lower  Generally, development
level officers and new entrants programmes are undertook for
of the organization. the higher-level managers.
 It provides specific competency  It gives general and higher
and skill for performing competency for policy-making
routine-work and decision- and strategic planning.
implementation.
 Training develops good team  It develops leadership quality
members and workers for the needed for apex managers.
organization.

 Training is job-specific  Development programme is

interventions for providing intended to achieve higher
needed knowledge, skills and competencies for decision-
attitudes. making
 Training Program Vs. Development Program
Training Program
 Generally linked with
increasing job performance.
 Training is short-term
intervention and sometimes it
is considered as piece-meal
type of intervention can be
achieved through arranging
tailor-made courses and on-
the-job trainings.
 Course on Financial
Management, Computer
Training, Project mgt,
Production mgt etc.
Management Development
Program
 Generally linked with career
development.
 It is a long-term process can be
achieved through career
coaching, joint-problem
solving, shadowing, learning by
doing, workshops, seminars,
research and writing articles in
journals
 Leadership Development,
Team-building, Executive MBA,
Executive Diploma, MATT-2
etc.
 Implications of Training
General Implications
۞ Acquiring new knowledge,
skill and attitude.
۞ Trained personnel are
supposed to work effectively
and efficiently.
۞increased productivity,
profitability, and customer
satisfactions
Strategic Implications
۞ HR in org is considered as
critical resource
۞ T&D is found as an integrated
approach
۞ T&D contributes in
developing core competencies
۞ T&D prepares HR for higher
positions and promotions
۞ Align HR with organization’s
philosophy
 Primary Objectives of Training

• To improve job related knowledge and skill

• To update knowledge and skills

• To prepare employees for higher responsibilities

• To develop proper job-related attitude

• To mould personnel to adapt organizational change

• To motivate employee
 Ultimate Goals of Training
Training has its strategic implications in organization . The ultimate goal
of training is to link training with the overall strategy of the organization.

• To ensure improvement of level of performance of the employees

• To link individual with business strategies of the organization

• To prepare employees for coping with the change initiatives of the org

• To develop needed competencies for ensuring hyper performance

• To prepare employees for developing their career in the job

• To gain a competitive advantage by developing human capital

• To develop and maintain favorable organizational culture

• In order to promote innovation and new design of products

Forms of Training

• Forms of Training
– Off-the-job training
– On-the-job Training
• Other forms of training
– Pre-service training
– In-service training
– Skills development and Vocational Training
– Management development training
Training and Development