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Objective of the Course
TRAINING & DEVELOPMENT
HRM - 404
Modules
MODULE-1: TRAINING AND DEVELOPMENT
• Concept of training and development, Role
and need/ importance of training, Key
functions and Responsibilities, Principles,
Types and Process of learning, Integrated
approach to learning, Learning theories, Scope
and components of TNA, Systemic approach
to TNA, Qualitative and Quantitative needs,
Criticism and Barriers of TNA, How Annual
appraisal brings out TNA
Modules
MODULE-3: EVALUATION OF TRAINING
• What is evaluation? Types of training
Evaluation, What and when to evaluate, What
is intermediate evaluation, Purpose and use,
Key issues in evaluation, Kirkpatrick’s four
level approach, Kaufman’s five level s of
evaluation, CIRO approach, Philips five level
ROI approach, Recording of evaluation
• To familiarize and make the students
understand the importance of the T & D in
organizations
• To give practice on developing training
modules for the organisations and to conduct
training activities.
• It also includes the familiarisation aspects of
Coaching, Counseling and Mentoring Process
in organisations and its importance
Modules
MODULE-2: DESIGNING AND CONDUCT OF
TRAINING
• Key Considerations in designing training
programme, Setting objectives, Check list,
Programme Scheduling, Designing a training
programme, What is conduct and delivery,
Importance of training methods, Functions
and Factors influencing the choice of training
methods, Various training methods, AV aids ,
and its effective use, Preparation and delivery
of training materials
Modules
MODULE-4: DEVELOPMENT AND CAREER
MANAGEMENT
• Approaches to employee development,
Development planning process, what is career
and career management systems, Roles of
employees, managers & HR managers in
career management
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Modules
MODULE-5: INNOVATIONS IN TRAINING
TECHNOLOGY AND FUTURE TRENDS
• Grid seminars, SSL technology, Modular
programmes, Walk about, Action learning,
Online training , Future of T & D, Increased
use of technologies, New delivery methods,
Emphasis on performance analysis, Training
partnership & outsourcing
Modules
MODULE-6: COACHING, COUNSELING AND
MENTORING
• What is the difference between coaching,
counseling and mentoring – Why important in
the organization – Benefits – Process of
coaching, counseling and mentoring – Role
play and practice

Books
• Text:
• Training & Development – Text, Research & Cases By G Pandu MODULE - 1
Naik – Excel Books
• Suggested Readings • T & D Fundamentals
• Training & Development (Indian Text Edn) By Dr. B. Janakiram,
Biztantra • Strategic Training
• Training & Development By Lalitha Balakrishnan, Gowri • Training Process
Ramachandran, Vijay Nicole Imprints Ltd
• Training & Development (Concepts & Practices) By S. K. • Training Need Assessment and its
Bhatia, Deep & Deep Publications process
• Employee Training & Development By Raymond Noe, McGraw
Hill (Indian Edition)

Education
• Wider scope compared to training
• Process of increasing the knowledge and
understanding
EDUCATION -TRAINING- • KSA development across several situations
DEVELOPMENT • Imparted through schools/ colleges/ self
learning
• Generally theory based

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Training
• Generally limited to increasing knowledge and skill
related to job being performed. Primary focus is job
operative
• Focuses on job related competencies and imparts job
related skills
• Generally directed towards non-management
personnel
• Present focused
• To overcome the exsisting performance problems
• Training is practice based and company specific
Development
• Acquire KSA for future responsibilities
• More general than training, individual specific, but
related to company and most often aimed toward
management people
• Generally focus on non-technical organisational
functions such as negotiation skills, problem solving,
decision making, leadership skills etc – managerial
skills
• Directed towards managerial personnel
• Focus is to develop an employee for higher level
responsibilities, long term association with the
company

Importance of Training
Benefits to the Organisation Benefits to the Employees
1.Trained workers are effective 1. Finds job work easy
and efficient 2. Puts in less effort to achieve
2.They handle machines properly results
and wastage is reduced 3. Facilitate growth and
IMPORTANCE OF TRAINING 3.Fewer accidents
4.Micro managing / close
promotions
4. Realise career goals faster
IN ORGANISATIONS supervision may not be
required
5. Makes him better in the job
market and more mobility
5.Trained workers exhibit better 6. Handle the job with confidence,
performance hence increase of morale
6.Produce better quality 7. Can cope better with
products organisational change
7.Growth opportunities are
better
8.Become more loyal to the
orgainsation

Training & Competitive Advantage

• Competitiveness refers to the company’s
ability to maintain and gain market share in
an industry
• Training practices should be such that it acts
as a leverage for competitive advantage
• Many companies term it as High-leverage
training
• Training event versus learning environment –
continuous and progressive
CORPORATE UNIVERSITY
INITIATIVE : INFOSYS
“In our Business the only constant is change
Training is hugely important as it is the only way
one can keep in touch with contemporary issues”
- M.R. Narayana Murthy

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Corporate University Initiative: Infosys

• Has invested more than 200 Cr in creating corporate
training centre spread over 337 acres in Mysore
• It can train 14000 employees at any one time, as it
adds 12000 employees every year
• It has
• 2350 rooms to stay, 147 training rooms, 485 faculty rooms,
42 conference rooms, 5 assessment halls
• 2 state of the art libraries with more than 1 lac books
• 7 food courts
• Gymnasium, theatre, badminton & squash courts, table
tennis, snooker, aerobics centre, cycling lanes, jacuzzi
swimming pool, rock climbing hall, meditation hall

Corporate University Initiative: Infosys

• Running tracks, bowling alley, 2 basket ball courts, 1 volley
ball court, 8 tennis courts
• It has a cricket stadium and foot-ball ground with stadium
of international standards
• Auditorium with 1000 capacity to seat with digital
projection systems
• Three multiplex theatre with 145 seating each
• ASTD has rated it as “world’s best T & D initiative” and
has awarded “Excellence in Practice Award”
• It has Infosys Leadership Institute
• Collaborated with Singapore Management University
in developing various training programmes

Assignment No 1
Company’s Training Initiatives
• Jyoti & Ayush - Pfizer
• Arpita & Atlanta - PwC
• Debapriya & Gaurangi - Godrej
• Moumita & paramita - EY
• Nitin & Rajat - Deloitte TRAINING STRATEGY
• Sanat & Sivsai - Wipro
• Rohina Roy - Amazon

• Visit the company website and do net search,

collect relevant data
• Give a presentation on the companies various
training initiatives.
• Date of Presentation: 21 Dec 2018

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Training Strategy Strategic Training & Development Process

Model
• A training strategy is a mechanism that Metrics that
Business Strategic T & D
establishes what competencies an Strategy Initiatives
T & D Activities show the value
of Training
organization requires in the future and a
• Diversify the • Use web • Learning
means to achieve it. • Mission
learning based • Performance
• Values
portfolio training improvement
• Goals
• Improve • Make • Reduced
customer development customer
service plan complaints
• Accelerate mandatory • Reduced
the pace of • Develop turnover
employee website for • Employee
learning knowledge engagement
• Capture & sharing
share • Increase
knowledge amount of
customer
service trg

Strategic T & D Initiatives & their Implications Strategic T & D Initiatives & their Implications
Diversify learning portfolio Capture and share knowledge
• Implications • Implications
– Use new technology such as internet training – Capture tacit knowledge from experienced knowledgable
– Facilitate informal training employees
– Provide more personlised learning opportunities – Logically organise and store information
Improve customer service – Provide methods to make information available (SW
programme with UI, search engines etc)
• Implications
– Ensure that employees have product and service
knowledge
– Ensure that employees have skills needed to interact with
customers
– Ensure that employees understand their roles and decision
making authority

Training Strategy Components Create Training Strategy

• Employee Training and Train-the-Trainer • Establish development gaps, present and future,
needs, • Set organizational training objectives,
• Team Building and Team Development, • Create a training action plan, which must ensure that
the necessary systems are in place, access resources,
• Leadership Development, source or design training and position the training.
• Executive Coaching, The training must then be delivered and co-
• Competency Requirements and Skills Profiling, ordinated,
• Monitor the training,
• Objectives and Action Plans,
• Evaluate the training by assessment and verification,
• Vision. and
• Revise training and/or training plan.

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Implementing Training Strategy

• Keep the training cutting edge and future focused
Training Strategy
• commit to a core training value system and remember
employees would say, "What's in it for me".
• Cost the training accurately and calculate the value received.
• Decide the place between on-the-job, classroom, distance
learning, web-based and virtual learning.
• Establish what line managers and employees want and need.
Ensure employees know the training is meeting their needs
and that these needs provide a base for decisions in all other
areas.
• Establish Project Management roles and responsibilities.
Action the Training and Development Strategic Plan. Monitor
and evaluate progress and make adjustments where
necessary.

Areas of Training in Organisations

• The areas can be categorised under the following heads
• Knowledge: Rules, regulations, procedures, job related,
product related, Equipment and tools related, market
related etc
AREAS OF TRAINING • Technical Skills: All skills for better job performance-
IN ORGANISATIONS machines, tools, computer etc
• Social/Soft Skills: Communication, decision making,
problem solving, organising meetings, behaviour in
social gathering etc
• Industry/ Company Specific: Special skills/ knowledge
specific to the company

Types of Training
• Induction training
• Skills Training
• Team Training
• Cross-functional Training
• Refresher training TRAINING SYSTEM
• Leadership Training
• Out bound Training
• Creativity training

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Training System
IDENTIFICATION OF
TRAINING NEEDS

DEVELOP TRAINING
OBJECTIVES
Models of Organising the
MEASURE TRAINING
RESULTS
DESIGN TRAINING
CURRICULUM
Training Department

CONDUCT TRAINING DESIGN/SELECT

PROGRAMMES TRAINING METHODS

DESIGN TRAINING
EVALUATIONS
METHODOLOGY

Faculty Model or Specialty Area Customer Model or Business Functions

Director of Director of
Training Training

Technology &
Leadership Information Production &
Safety Training Quality Training Computer Marketing Finance
Development Systems Operations
Systems

Sales Training

University Model Training Design Process

3. Creating Learning
• Large Organisations 1. Training Need Assessment
2. Ensuring Employees
Readiness for Training Environment
• Organisational Analysis • Learning Obj
• Not only employees/managers, include other • Person Analysis
• Attitudes
• Material
&Motivation
stake holders • Task Analysis
• Basic Skills • Practices
• Feedback
• Centralised to bring in best practices • Community of
• Examples 5. Evaluation Plan
learning
4. Transfer of Training • Modeling
• Toyata • Identify outcomes
• Self Management • Programme Admin
• Choose evaluation
• Caterpillar design
• Peer & manager
Support
• Hamburg (McDonald) • Cost-benefit analysis

• Ritz-Carlton
• Infosys
6. Selecting Training Method
• AnandU • Traditional
7. Monitoring & Evaluating
• Conduct Evaluation
• E-learning
• Make Changes to improve
• Other innovative methods

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TRAINING NEED ASSESSMENT
DECISION THEORY APPROACH
TO
TRAINING
T&D Justification or Objectives
• Org. competitiveness to excel
• Social, legal and political influences
• Need for quality performance
• Need for effective and efficient productivity
• Reduction in supervision and micro managing
• For career growth and to increase morale and
satisfaction
• Reduction in wastage of material and proper use of
machines
• To meet future challenges through improvement of
competency
Need Assessment Techniques
• Observation Technique
– Generates data relevant to work environment
– Minimises interruption of work
– Needs skilled observer
– Employee behaviour may be affected being observed
• Questionnaries Technique
– Inexpensive
– Can collect data from a large number
– Data can be easily summarised
– Time consuming
– May get inappropriate responses
– Provides data only related questions asked
29-Dec-18
Decision Theory Approach
• In life we make decisions every day
• Decision is choosing between alternatives
• Decision is concerned with identifying the values,
uncertainties and other issues relevant in a given
decision, its rationality, and the resulting optimal
decision
• Decision theory is concerned with goal-directed
behaviour in the presence of options.
• The training decisions to be taken that what is the
benefit the organisation will derive from imparting
any training to the individual.
TRAINING NEED
ASSESSMENT TECHNIQUES
Need Assessment Techniques
• Interviews
– Comparatively better
– Can explore unanticipated issues
– Questions can be modified
– Time consuming and difficult to analyse
– Needs skilled interviewer
• Focus Groups
– Useful with complex issues
– Many of them are similar to interviews
– Group members need to be more proactive
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Need Assessment Techniques

• Documentation (Manuals/Records etc)
– Good source of information
– Materials need to be updated
– Objective in nature
• Online technology
TRAINING NEED
– Limited human involvement ASSESSMENT PROCESS
– Not amenable to all types of training
– Less interruption of work

Training Need Training Need Analysis

• Training is primarily for improving performance • It is the process of finding the competency gap
• So training efforts must aim at meeting the between the requirement of a job and the
requirements of the organisation incumbent for efficient performance.
• Following questions to be answered • Needs can be identified through following
– Whether training is needed? If yes analysis:
– What/Which training is needed? – Organisational Analysis
– What level? – Job Analysis
– Individual Analysis
• Hence the requirement of training need analysis

Need Assessment Process Organisational Analysis

Personal Analysis
• Person Characteristics
• Input
• Output
• Cosequences
• Feedback
Organisational Analysis
• Strategic Direction Do we want to devote time
• Support of Managers, & money to training
peers & employees for • Buy vs Build
training activities • Other options
• Training Resources
Task Analysis or
Competency Model
• Work Activity (Task)
• Knowledge, Skill, Ability,
Personal capability
(Competency)
• To analyse whether training supports the company’s
strategic direction, whether managers support the
training activity and resources are available
Training
• Strategic Direction: Is the training contribute to the
Development achievement of business strategic goals?
Method
• Evaluation • Support of Managers, Peers & Employees: The success
• Learning depends on the attitude and motivation level of these
Environment
• Transfer of people in conducting and attending
Training
• Training Resources: Is the company prepared to allocate
budget for resources in conduct of training? Are they
available?

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Personal Analysis Personal Analysis

• Helps to identify employees who need training • Personal Characteristics
– Basic skills refers to skills that are necessary to perform the job
• The need for training may be the result from successfully
performance issues, new tech, change of job profile etc – Cognitive ability include verbal comprehensions, quantitative
Personal Characteristics Input ability and reasoning ability
• Basic Skills • Understand what, when, Output
• Cognitive Ability how, when to perform • Expectations for – Overall it also refers to the person’s capacity to invent
• Reasoning level • Situational constraints learning and solutions to problems
• Self-efficacy • Social support performance
• Locus of control • Opportunity to perform – Readability refers to he capacity of comprehending the written
• Awareness of training material
needs, career interests, Consequences Feedback
– Self-efficacy is the individual’s belief that he/she can perform
goals • Norms • Frequency
• Benefits • Specificity the job and learn the content of the training
• Rewards • Detail – Employees need to be aware of their skill strengths and
weaknesses and the link between the training programme and
improvement of their weaknesses

Input TNI – Who all should give inputs?

• For the focused training, essential to know what is to be • Step 1: Input from individual in terms of KSA
performed • Step 2: Validate by Immediate Senior
• Understand the situational constraints such as lack of • Step 3: Validation by Department Head
proper tools, equipment, materials, supplies, budgetary
• Step 4: Input from HR / Training Head
support, time etc
• Social support refers to the support of managers, peers
willingness to cooperate, provide feedback etc

Training Need Survey Suggested methodology of Survey

• Organisations do carry out training need survey
with the following objectives
– Identify the problems of line managers which may be
overcome with the help of training
– To enhance the effectiveness of the present training
programmes vis - a – vis identified problems
– To identify the training needs of the employees in the
division
– To involve line managers by initiating the process of
participative management in the training function
• No laid down method
• May be carried out in phases or tiers
• Tier I: Identify problems of various departments and the
needs for various categories of employees by the line
managers through questionnaire. Augmented with the
data collected from performance appraisal forms
• Tier II: Prioritise the training areas for different
categories of employees by senior managers and HoD
• Tier III: Take feedback on the above from DGM or GM
• Finalise and list the various types of trainings to be
conducted in a year in the organisation

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Suggested methodology of Survey Output

• Clarity must be there as regards to what is expected
Needs through Questionnaire
outcome after imparting training
LINE MANAGERS
Consequences
• Consequences relate to the level of belief the
employees have as regards to the incentives and
SENIOR MANAGERS Prioritisation
AND HoD FINALISATION OF ANNUAL rewards for successful performance
TRAINING NEEDS OF THE
ORGANISATION • Hence the need to have proper norms and appropriate
BY rewards and incentives
HR DEPARTMENT
Dy GM AND GM
Feedback Feedback
• Performance problems also result due to poor /
EXECUTIVE improper feed back
DIRECTOR Plan approval • Hence need to pay attention to frequency, specificity
and details

Job Analysis Job Analysis

• Job is a collection of tasks to be carried out/performed
• Job analysis aims to answer questions such as:
• Job Analysis is a formal and detailed examination of the
– Why does the job exist?
job
– What physical and mental activities does the worker
• Job Analysis is the procedure for determining the duties undertake?
and skill requirements of a job and the kind of person – What are the behavioural requirements?
who should be hired for it – When is the job to be performed?
• It is a primary tool of HRM – Where is the job to be performed?
JOB TASKS Identifiable Activity
– How does the worker do the job?
– What qualifications are needed to perform the job?
JOB ANALYSIS JOB DUTIES Sequential Tasks – What are the working conditions (such as levels of
temperature, noise, offensive fumes, light)
JOB Obligations to – What machinery or equipment is used in the job?
RESPONSIBILITIES perform
– What constitutes successful performance?
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Why Job Analysis?

• Job Analysis produces two important information
– Job Description
– Job Specification
JOB ANALYSIS

WHY CARRY OUT JOB ANALYSIS?

JOB DESCRIPTION JOB SPECIFICATION

A list of duties, responsibilities, A list of job’s “human requirements” that

reporting relationships, working is the requisite education, skills
conditions, supervisory responsibilities personality and so on

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Job Analysis to give following Information
• Work Activities: Such as selling, painting, cleaning etc,
may also include how, when, why etc
• Human Behaviours: Human behaviour the job demands
– communication, decision making etc, also lifting of
weights, travel etc
• Machines, tools and other work aids: Will give the
details of such
• Performance Standards: Will give the quantity and
quality standards expected
• Job Context: Working conditions, schedule, team work
details if any etc
• Human Requirements: Knowledge, skill and attributes
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Job Description
• JOB DESCRIPTION is an organized factual
statement of job contents in the form of
duties and responsibilities of a specific job.
The preparation of job description is very
important before a vacancy is advertised. It
tells in brief the nature and type of job. This
type of document is descriptive in nature and
it constitutes all those facts which are related
to a job.
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JOB SPECIFICATION
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Job Description
• A typical job description will contain the following
– Job Identification or Title
– Department
– Reporting to
– Job Summary
– Authority, Responsibilities and Duties
– Standards of Performance expected
– Working conditions
– May also include job specifications at the end
• Depending on the position it may be simple and
comprehensive or very exhaustive
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Job Specification
• JOB SPECIFICATION is a statement which tells us
minimum acceptable human qualities which helps to
perform a job. Job specification translates the job
description into human qualifications so that a job
can be performed in a better manner. Job
specification helps in hiring an appropriate person
for an appropriate position.
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Job Specification Contents of Job Specification

• Summarises the human characteristics needed for
• Job title and designation
doing the job
• Educational qualifications for that title
• It is the out flow of Job Analysis and description
• Physical and other related attributes
• To determine what kind of people are required to
take up the job • Physique and mental health
• Human characteristics can be classified into three • Special attributes and abilities
categories • Maturity and dependability
– Essential attributes: Qualification, Knowledge, Skills, • Relationship of that job with other jobs in a concern.
abilities that a person must possess
– Desirable attributes: Similar to above which are desirable
– Contra-indicators: Those attributes that will be handicap to
successful job performance

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An Example of Job Specification What all these Analysis lead to

• Job Title: Compensation manager • Determining whether Training is the Best Solution
• Education: MBA with Specialisation in HR/ MA in • It is not necessary that all performance issues can be
industrial psychology resolved through training
• Experience: Three years experience in similar
position in a large manufacturing industry
• Skill, Knowledge, abilities:
– Knowledge of compensation practices, Job analysis and job
evaluation procedures
– Ability to plan, conduct meetings and prioritise work
– Experience of working in ERP package
• Other work orientation: Involve occasional travel
• Age: Preferably below 30 years
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Competency Model Competency Model Development

• Traditionally needs assessment involves identifying Process
knowledge, skills, abilities and tasks
• Competency refers to an area of personal capability that Conduct Business & Identify Jobs &
Strategy Analysis Positions
enables employees to successfully perform their jobs by
accomplishing tasks
• Competency can be knowledge, skills, attitudes,
Conduct Interviews &
behaviours, values or personal characteristics Develop Competencies
Focus Group discussions
and Competency Model
• Competency model is worker focused with Top Performers

• Performance feedback in performance appraisal will

bring out deficiencies in terms of knowledge, skills, This will be an Input to
Validate & review the
behaviour, attitude or any other characteristics Model
Competency Based Model
TNA

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TNI Model Approaches to formulate TNI

• Training Need Survey
Fresh
Recruiters
Mgt Feedback on Department Individual Need – Most commonly used method
Objectives performance need Request Survey
Appraisal – Suggested model
• Competence Analysis
Analyse Performance & competence to suit present and future needs
– Through gap analysis of competence requirements and
Is there a genuine
individual skill inventory
gap?
HR staff to counsel
• Performance Appraisal Report
Analyse & Justify-
Cost-objective- department and – Brought out by the superiors in the report
individual- try non
target group
training support • Task Analysis & Personal Analysis
Justified – Analysing the weaknesses in performing tasks / individual
HR staff to counsel
Develop-conduct- deptt & individual-try
• Feedback Approach
evaluate non training support – Formal feedbacks through various reports
• Management Decisions
Employ individual on task
– Based on the directions of the top management

Example of Individual Training Need Table Assignments – 2 & 3

• Case Exercise – “Directory Assistance – May I
Types of Training Help you?”
Name
S No Of the
Staff
Basic – Individual work
Negotiation Finance & Six Leadership
TQM-I
Skills Costing
Knowledge
Sigma Skills
– Three pages in A4
1 Atul Jaggi – Last date of submission: 04 Jan 19
2 Subodh Mall • Survey for Supervisory Development Programme
3
Sumanta
Brahmachari
curriculum:
4 Subash Chander – Individual work
5 Vivek Arora – Three pages in A4
6 Sarabjit Singh – Last date of submission: 04 Jan 19

Thank You
for
Your patient listening

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