Professional Documents
Culture Documents
Training and Development
Training and Development
» Role of Training
» Meaning and Definition of Training
» Features of Training
» Scope of Training
» Need for Training
» Philosophy of Training
» Meaning and Definition of Learning
» Meaning and Definition of Development
» Principal of Learning
» Nature/Characteristics of Learning
» Define Job Analysis
» Define Job Evaluation
» Define Job Description
» Define Job Specification
» Define Recruitment
» Define Job Satisfaction
» Difference Between Training & Development
» Factors Influencing Training and Development
» Training Skills
» Training Process
Role of Training
1) Increase in Efficiency/productivity: Training brings about increase in quantity and
quality of goods produced resulting in high productivity. A well- trained employee
makes better and economical use of available resources (material, machines, and
equipment).Optimum utilization of resources results in reduced cost on production
and higher profits.
4) Reduced Supervision and Direction: A trained employee knows what job he has to do
and how to do that job and requires no guidance and supervision. Supervisors can
devote their time to solve more important problems rather than concentrating on
consent and regular supervision.
6) Technical Advances: The pace of the technical advancement is another reason why
training is necessary. The technology is changing so fast that, if a company wants to
stay in the competition it must develop the technical knowledge of its employees
through continuous training.
9) Future manpower Needs: Through proper training employees become eligible for
promotion handling more responsibility. An expanding and growing organization
wishes to train the existing employees so as to place them in higher positions in
future.
10) Reduced Accidents at Workplace: Untrained people are bound to commit errors
while handling machinery and equipment resulting in incidents at workplace. Training
eliminates (reduces) the possibility of incident due to mishandling of equipment,
machinery, and other resources of the organization. Proper training and development
programmes ensure safety in handling the organization’s resources which results in
reduction in the accident rates.
11) Reduced Learning Time: An untrained worker consumes a lot of time to learn the
methods, technique of doing the work. Skilled and trained employees reach the
acceptable level of performance within no time. Therefore, training results in reduced
learning time.
13) New skills: Training develops skills which serve as a valuable personal asset of a
worker. It remains permanently with the workers himself.
14) Promotion: Training provides opportunity for quick promotion and self-
development.
15) Better Management: A manager can make use of training to manage in a better
way. To him, training the employees, can assist improve his planning, organizing,
directing, and controlling.
16) Standardization of procedures: With the help of training, the best available methods
of performing the work can be standardized and taught to all employees.
Standardization will make high levels of performance rule rather than exception.
Meaning and Definition of Training
Training is the important subsystem of human resource development. Training is a
specialized function and is one of the fundamental operative function and is one of the
fundamental operative functions for known resource management.
In other words, training improves changes, molds the employees knowledge, skill,
behavior aptitude, and attitude towards the requirements of the job and organization.
Training refers to the teaching and learning activities carried on for the primary
purpose of helping members of an organization, to acquire and apply the knowledge,
skills, abilities and attitudes needed for a particular job and organization.
Thus, training bridges the differences between job requirements and employees,
present specifications.
Features of Training
1) Training objectives are tied to organization’s business objectives and industry skill
standards.
2) Training objectives are derived from and continuously aligned with the
organizations overall performance objectives and specific job requirements.
4) Programs are developed with input from management supervisors, and employees
or their representatives.
5) Training curricula, structure, and delivery methods reflect the workplace and its
requirements.
Incorporate and draw on and organization’s work process, tasks and materials.
7) Training addresses both occupational skill requirements and the underlie them.
8) Training supports forms of work organization that emphasize broadening employ
skills and empowering employees.
12) Training uses technology and materials that are comparable to those used on the
job.
13) Training is reinforced on the job, once trained employee’s return to their
workplace.
17) Training uses a variety of instructional methods and media, allowing for
differences in the learning styles of individual employees.
19) Training builds the learner’s ability to transfer his skills to different work settings.
20) Training builds employee understands that learning is an integral and ongoing
component of successful work performance.
21) Successful training completion results in a portable credential for the learner.
25) Learner needs are assessed prior to training and inform the learner‘s
individualized training plan.
26) Trainees are provided regular, ongoing feedback concerning their progress while
in the training program.
27) Trainees are assessed at the completion of training to ascertain learning gains and
overall training programme.
29) Trainer is well versed in job performance requirements and has industry-based
experience.
33) Evaluations are conducted regularly to ensure that the training programme
remains on track.
Scope of Training
The organizations find themselves compelled to organize some training activities
because many new entrants lack basic skills.
In treating training, there are three types of organization. Some organizations regard
training as an unnecessary and time wasting activity. They feel that the cost of
training is high and is not commensurate with the benefit derived from it.
The second type of organizations treats training as a continuous activity. They make
every superior in organization responsible for training which invariably results in
learning updates either in technology, methodology or in behavior.
There are some organizations where training is used as a tool to deal with specific
problems. In these organizations, training happens only when there exists a problem
which needs to be solved. Training is taken up with a limited objective and
discontinued once the problem is solved.
1) More and more skills are taught and learnt and fewer skills are regarded as inborn.
TRAINING INPUTS
(a) Knowledge in general about factory and work environment- job context.
Specifically, the need for training arises due to the following reasons:
(i) To Match the Employee Specifications with the job Requirements and Organizational
Needs: An employee’s specifications may not exactly suit to the requirements of the
job and the organization irrespective of his past experience, qualifications, skills,
knowledge etc. Thus management may find deviations between employee’s present
specifications and the job requirements and organizational needs. Training is needed
to fill these gaps by developing and molding the employee’s skill, knowledge,
attitude, Behavior etc., to the tune of job requirements and organizational needs.
(ii) Organizational Viability and the Transformation process: The primary goal of most
of the organizations is their viability and efficiency. But the organizational viability is
continuously influenced by environmental pressures. If the organization does not
adapt itself to the changing factors in the environment, it will lose its market share. If
the organization desires to adopt these changes, first it has to train the employees to
impart specific skills and knowledge in order to enable them to contribute to the
organizational efficiency and to cope with the changing environment. In addition, it
provides continuity to the organization process and development. The productivity of
the organization can be improved by developing the efficiency of transformation
process which in turn depends on enhancement of the existing level of skills and
knowledge of the employees. The achievement of these objectives mostly depends on
the effectiveness of the human resources that the organization possesses. Employee
effectiveness can be secured by proper training.
(v) Change in the Job Assignment: Training is also necessary when the existing
employee is promoted to the higher level in the organization and when there is some
new job or occupation due to transfer. Training is also necessary to equip the old
employees with the advanced disciplines, techniques or technology.
Reduction in Cost of production: Efficient workers do their works in the best possible
manner. They make the maximum utilization of materials and machines. Thus, the
cost of production is reduced.
Maximum Utilization of Materials and Machines: Training teaches the employees of the
enterprise the method of doing their job in the best possible manner. As a result of it
they make the best possible utilization of the materials and machines of the enterprise
available to them.
Minimum possibility of Accident: Trained workers know the methods of doing their
jobs in the required manner. The know-how to use the machines in the best possible
manner. It reduces the possibility of accidents to the minimum.
High Morale: As the trained workers are capable in doing their jobs in most suitable
manner and can understand the procedures and methods easily, it increases their
morale. It gives them satisfaction in their work.
Minimum Need of Supervision: A trained worker can do his work himself efficiently.
Thus, the training reduces the need of supervision to minimum.
Increase in Understanding: Trained workers can learn the methods and procedures of
production quickly. Training improves the power of understanding among them. They
can follow the technical attitudes and changes themselves easily and quickly.
Team Spirit: Training helps in including the sense of team work, team spirit and inter-
team collaborations. It helps in including the zeal to learn within the employees.
Organization culture: Training helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization.
Organization climate: Training helps building the positive perception and feeling about
the organization. The employees get these feelings from leaders, subordinates and
peers.
Others
Growth, expansion and modernization cannot take place without trained manpower.
1) Employee Motivation: Motivation to learn is the basic requisite to make training and
development programmes effective. Motivation comes from awareness that training
fetches some rise in status and pay. Motivation alone is not enough. The individual
must have the ability to learn. Ability varies from individual to individual and this
difference must b considered while organizing training programmes.
5) Goal setting: Goal setting can also accelerate learning. Individuals generally
perform better and learn more quickly when they have goals, particularly if the goals
are specific and reasonably difficult. Further, goals will have better motivational value
if the employee has scope for participation in the goal-setting process.
8) Transfer of Training or Learning: One more principle of learning that is almost all
pervading and which enters in almost every learning and training situation is known
as transfer of learning or training. Transfer of training may be either positive or
negative. Positive transfer occurs when something previously learned benefits
performance or learning in a new situation. Negative transfer occurs when something
previously learned hinders performance or learning in a new situation.
iv) Lastly, it can be said that the training courses are usually devised and arranged in
such a way that the possibilities of greater positive transfer are ensured.
10) Whole Learning: The concept of whole learning suggests that employees learn
better if the job information is explained as an entire logical process, so that they can
see how the various actions fit together into the “big picture”. Research studies have
also indicated that it is more efficient to practice a whole task all at once rather than at
different intervals.
11) Active practice: Learning is enhanced when trainees are provided ample
opportunities to repeat the task. For maximum benefit, practice sessions should be
distributed over time.
12) Environment: Environment plays a major role in training. It is natural that workers
who are exposed to training in comfortable environments with adequate, well-spaced
rest periods are more likely to learn than employees whose training conditioned are
less than ideal.
13) Accuracy and Speedy Performance: Accuracy in learning become a most important
factor in learning, at least, this is so in the initial stages on the learning of any task and
the speed of work can come only once the job is learned with accuracy.
14) Task Guidance: learning is facilitated when the behavior of the learner is
controlled through guidance.
16) Learning and Effort: it is important to point out that as a task response is learned
and the learner becomes increasingly skillful, there is a reduction in the amount of
effort required to perform it.
Meaning and Definition of Learning
Learning is an important process determining human behavior.it is a continuous
process and it occurs all the time. Learning may be defined as the sum total of
behavioral change resulting from experience at training.
In simple terms, training and development refer to the imparting of specific skills,
abilities and knowledge to an employee.
Training and development programs are necessary in any organization for improving
the quality of work of the employees at all levels, particularly in a world of fast
changing technology, changing valves, and environment.
The purpose of both is similar. The main difference between the two is in respect to
the levels of employees for whom these are meant, and the contents and techniques
employed.
Principal of Learning
1. Readiness - individual learn best when they are ready to learn and they do not
learn well, if they see no reason for learning.
2. Exercise - the principal of exercise states that those things most often
repeated, are best remembered.it is the basis of drill and practice.
3. Effect - the principal of effect is based on the emotional reaction of the
student.it states that learning is strengthened when accompanied by a pleasant
or satisfying feeling and that learning is weakened when associated with an
unpleasant feeling.
4. Primacy - primacy the state of being first often creates a strong almost
unshakable impression for the instructor this means that what is taught must be
right the first time for the student it means that learning must be right
unteaching is more than be frustrated.
5. Recency - the principal of recency states that things most recently learned are
best remembered.
6. Goal - goal setting can be accelerating learning. Particularly when it is
accompanied by knowledge of results.
Nature/Characteristics of Learning
1. Learning is purposeful - each student sees a learning situation from a
different viewpoint. Each student is a unique individual whose past experiences affect
readiness to learn and understanding of the requirements involved.
2. Learning is a result of experience - since learning is a individual process the
instructor can not do it for the student. The student can learn only from personal
experiences.
3. Learning is a active process - students do not soak-up knowledge like a
sponge absorbs water. The instructor cannot assume that student remember something
just because they were in the classroom. Shop or airplane when the instructor
presented the material neither can the instructor assume that the student can apply
what they know because they can quote the correct answer verbatim.
Define Job Analysis
Job analysis is a process used to collect information about the duties, responsibilities,
necessary skills, outcomes, and work environment of a particular job.one need as
much as data as possible to put together a job description which is frequent outcomes
of the job analysis.
5) Learning Styles: The general function of T&D involves knowledge and skill
acquisition. Employees at all levels must continually upgrade their expertise in a
dramatically changing and increasingly competitive environment.
Although much remains unknown about the learning process, some generalizations
steaming from the behavioral sciences, have affected the way firms conduct training.
For example:
i) Learners progress in an area of learning only as far as they need to, in order to
achieve their purposes. Research indicates that unless there is relevance meaning, and
emotion attached to the material taught, the learner will not learn.
ii) The best time to learn is when the learning can be useful.
iii) Depending on the type of training, a wise move may be to space out the training
sessions.
iv) Computer technology, the internet, and intranets have made these approaches
economically feasible to a degree never before possible. The ability to deliver
knowledge to employees on an as-needed basis, anywhere on the globe and at a pace
consistent with their learning styles, greatly enhances the value of T&D.
2) Semi- Skilled Workers:These workers require training to cope with the requirements
of can industry arising out of the adoption of mechanization, rationalization, and
technical process. These employees are given training either in their own sections or
departments, or in segregated training shops where machines and other facilities are
usually available. The training is usually imparted by thee more proficient workers,
bosses or inspectors, and caste for a few hours or a week, depending upon the number
of operations, and the speed and accuracy required or a job.
The system of apprenticeship, which varies in duration from a fear to three or five
years. Such training is also known as tradesmen or craftsmen training. Any apprentice
programme usually takes into consideration the facts of individual differences in
abilities and capacities. Such programmes are usually conducted in training centers
and industry itself.
4) Salesmen: Salesman are given training so that they may know the nature and quality
of the products and the routine involved in putting through a deal : they are trained in
the art of salesmanship, and in handling customers and meeting their challenges.
5) The supervisory staff: The supervisory staff constitutes a very important link in the
chain of administration. They have to cope with the increasing demands of the
enterprise in which they are employed and to develop team sprit among people under
their charge and training programme for them should aim at helping the supervisor to
improve their performance, and to prepare them for assuming greater responsibilities
at higher levels of management.
Benefits in personnel and Human Relations, Intra-group and inter-group Relations and
policy implementation.
2. Improves the job knowledge and skills at all levels of the organization.
12. Provides information for future needs in all areas of the organization.
13. Organization gets more effective decision-making and problem solving skills.
14. Aids in promotion of employees.
15. Aids in developing leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.
17. Helps keep costs down in many areas, e.g., production, personnel, administration,
etc.
18. Develops a sense of responsibility to the organization for being competent and
knowledgeable.
26. Aids in handling conflict, thereby helping to prevent stress and tension.
1. Helps the individual in making better decisions and effective problem solving.
9. Provides the trainee an avenue for growth and a say in his/her own future.
11. Helps a person develop speaking and listening skills: also writing skills when
exercises are required.
2. Aids in orientation for new employee and those taking new jobs through transfer or
promotion.
7. Improves morale.
4. Since the training programme makes the trained employees responsible, the
working time in organizations may also increase.
6. Since training programs are a costly affair special care is needed when these
programs are drafted.
9. When an employee is trained specifically for a specific job he has to work on set
patterns which creates a disciplined atmosphere in the organization which sometimes
frustrates employees and thus their morale declines.
11. “No men can be perfect “. This quotation is quite correct but when an employee is
been trained the employer hardly excuse an employee for any mistake been done by
him as they think that after being trained a men should be perfect.
12. Sometimes employees after being trained feel dissatisfied with their job, switches
over to another job. In this case, the organization bears the loss of investment done on
employees during the process of training but on the other side, it is beneficial for the
employees in the way, that after being trained their skill improves and they get better
job opportunities with increased salary.
13. Training also develops a feeling of jealous and competition among employees.
When an employer praise an employee for his good work. It can be more clarified in a
way that training does not develop the skills among employs at a similar rate as every
individual’s ability, talents and skills varies with each other.
14. The disadvantage of training on the part of employees is that before giving
training to the employees the organization ask the employees to sign thee bond which
hurdles the development of that skilled employee as he cannot switch over to another
job prospects with increased salary but on the other part is beneficial for the
organization as it prevents the organization from bearing the loss of investment on
employee cannot leave the job until the bound is effective.
15. The main disadvantage of training is that sometimes there is natural skill in some
employees, which may be productive to the organization but such employees do not
get chance to uplift themselves and get promotion and is skipped off in comparison to
less skilled trained employees.
Training Process
Training process consists of six steps:
Evaluation of Results.
The first step in the training process in an organization is the assessment of its
objectives and strategies. What business are we in? At what level of quality do we
wish to provide this product or service? Where do we want to be in the future? it is
only after answering these and other related questions that the organization must
assess the strengths and weaknesses of its human resources.
Assessment of training needs occurs at the group level too. Any change in the
organization’s strategy necessitates training of groups of employees. For example,
when the organization decides to introduce a new line of products, sales personnel and
production workers have to be trained to produce, sell and service the new products.
Training can also be used when high scrap or accident rates, low morale and
motivation, or other problems are diagnosed.
Once training needs are assessed, training and development goals must be established.
Without clearly-set goals, it is not possible to design a training and development
program and, after it has been implemented, there will be no way of measuring its
effectiveness. Goals must be tangible, verifiable, and measurable. This is easy where
skill’s training is involved. For example, the successful trainee will be expected to
type 55 words per minute with two or three errors per page .But behavioral objectives
like attitudinal changes can be more difficult to state Nevertheless, clear behavioral
standards of expected results are necessary so that the programme can be effectively
designed and results can be evaluated.
Every training & development programme must address certain vital issues:
EVALUTION OF RESULTS
The last stage in the training and development process is the evaluation of results.
Since huge sums of money are spent on training and development, how far the
programme has been useful must be judged/determined. Evaluation helps determine
the results of the training and development programme. In practice however,
organizations either overlook or lack facilities for evaluation.