Training and

development :
an overview

Kamal Uddin Ahmed Ph.D.

NSU MBA HRM # 603 Fall’20, Friday 06 Nov’20.

 Text book

P. Nick Blanchard and James

W. Thacker, Effective
Training – Systems,
Strategies, and Practices,
2nd ed., New Delhi, Pearson
Education, 2004
What it means

 Trainingis the act of

increasing skills and
knowledge of an employee
for doing a particular job –
Edwin B. Flippo
 training

 Enables an organization to adapt to

changing conditions and to be more
effective in the marketplace
 Structured as a continuous performance
improvement process
 Integrated with other systems and
business strategies
 Process

 A training program emerge from a

Training Process
 Identification of performance improvement
opportunities and analysis of what caused the
opportunity to exist
 Identification of alternatives and selection of
the best possible solution
 Design and implementation of the solution
 Evaluation of results
 useless training
 Training of any sort cannot benefit an
organization
 Unrelated to the needs of the

company and the employees being

trained
 Incremental value not over cost
 training attributes

 Training can provide knowledge and

skills to perform more effectively
 Prepare to meet the inevitable

changes
 however, training is only an
opportunity for learning,
what is learned depends on
many factors, such as

 Design and implementation of

training
 Motivation and learning style of
trainees
 Learning climate of the organization
 Changing demographics
Agingof population
Lower birth rate

Older workers retire and fewer younger workers

with appropriate knowledge and skills are
available to take their place.

Severe shortage of skilled manpower in the near

future

Companies must maintain competency level

Training is a tool for this task
 Knowledge workers
Value of the Products Services determined more by
knowledge of the workforce rather than by physical
labours

Widespread use of PCs has given rise to a new trend,

creating a “new economy”.
Repetitive and dangerous jobs by robotics

Significant drops in union membership-conflicting strategy

Economic pressure, consumer demand for quality

Staffed with employees who are :
more committed to quality,
show good judgment,
are knowledgeable and
demonstrate multiple competencies.
 Concepts
 Learning : permanent change in cognition
(understanding and thinking) that results from
experience and that directly influences behaviour.
 Learning outcomes : KSA
 Abilities : general capacities related to performing a set of tasks
that are developed over time as a result of heredity and
experience
 Skills : general capacities to perform a set of tasks developed as
a result of training and experience
 Skills as being psychomotor (behavioural) in nature, while
abilities are categorized as cognitive.
 Knowledge : facts people learn and the strategies they learn for
using those facts, all cognitive in nature.
 Attitudes are easy to distinguish from knowledge or skills.
 Attitudes influence behaviour and that they are learned (learning
outcome)
 Skill based Learning
• Compilation
• Automaticity

Learning

Cognitive Knowledge
Attitudinal Learning
• Declarative knowledge
• Affect/Feelings
• Procedural knowledge
• Strategic knowledge

Classification of Learning outcomes

 Knowledge elements

 Declarative knowledge
 The information we acquire and place into
memory .
 Person’s store of factual information about a
subject matter.
 Facts : verifiable blocks of information.
 Knowledge

 Procedural Knowledge
 How information is organized for

use into what we already know.

 Person’s understanding about how

and when to apply the facts

already learned
 Knowledge
 Strategic knowledge
 Our understanding of how, when and why
information is used and is useful
 Used for planning, monitoring and revising goal
directed activity. Require acquisition of two lower
levels of knowledge (facts and procedures).
 Person’s awareness of what he knows and the
internal rules learned for accessing the relevant facts
and procedures to be applied for achieving some
goal.
 When strategic knowledge is the focus of training or
education it is called “learning how to learn” program.
Concepts and meanings: Skills

Capacities needed to perform a set of

tasks that are developed as a result of
training and experience. Skills are
dependent on knowledge on the sense
that the person must know “what” to do
and “when” to do it. A skill is a proficiency
at doing something, beyond just knowing
about it.
 Attitude

Employee beliefs and opinions that

support or inhibit behavior. The beliefs
and the opinions the person holds about
objects and events (such as management,
unions, empowerment and training) create
positive or negative feelings about those
objects and events
 Competency

a broad grouping of
knowledge, skills and
attitudes that enable a
person to be successful at a
number of similar tasks
 Training and Development
 Training is often described as focusing on
the acquisition of KSAs needed to perform
more effectively on one’s current job.

 Development is used by many to refer to

the acquisition of KSAs needed to perform
in some future job. We use the term
training and development here to refer to
distinct but related aspects of learning
 Training and Development
 Training is a set of activities and
development is the desired outcomes of the
activities
 Training is the systematic process of
providing an opportunity to learn KSAs for
current or future jobs; development refers
to the learning of KSAs
 training provides the opportunity for
learning, and development is the result of
the learning.
 Education
Typically differentiated from
training and development by the
types of KSAs developed. Training
is generally focused on job-specific
KSAs and education focuses on
more general KSAs, related (but
not specifically tailored) to a
person’s career or job.
 Challenges

Increasing demands to demonstrate

results in terms of ROI
Changing demographics,
Steadily increasing competitiveness of
the marketplace
High demand for and short supply of
knowledge workers
Customer demand for High quality
products and services
Thanks
for your
patience