 3.

Training and Development

 - Objectives and Needs
 -Training Process
 -Methods of Training
 –Tools and Aids
 -Evaluation of Training Programs.
 “Training is the act of increasing the
knowledge and skill of an employee for doing
a particular job”.------ P.Subba Rao

 “Itis the organized procedure by which people

learn knowledge and / or skill for definite
purpose”-----Dale S. Beach.

 “Trainingis a process of learning a sequence

of programmed behavior”---Mamoria
 Training may be defined as, “ a planned
programme designed to improve
performance and to bring measurable
changes in knowledge, skills, attitude and
social behavior of employees for doing a
particular job”---Pattanayak

 Training refers to the acquisition of

knowledge, skills, and competencies as
result of the teaching of vocational or
practical skills and knowledge that relates
to specific useful skills.
 Training is the systematic process of
developing knowledge, skills, and attitudes for
current or future jobs.

 It improves, changes, moulds the employee’s

knowledge, skill, behavior, aptitude and
attitude towards the requirements of the
organization.

 Training bridges the differences between job

requirements and employees present
specifications
 Company policies and procedure--- for new
employee with view to acquainting rule,
practice procedure

 Specific skills – Bank clerk, Technical Officer

 Human Relations – team building,

interpersonal relation

 Problem solving

 Managerial and supervisory skills &

 Apprenticeship training
 HRD
1. It is defined as “a continuous process to ensure the
development of employees’ dynamism,
effectiveness, competencies and motivation in a
systematic planned manner”

2. “HRD is a process in which employee of an

organization are continuously helped in a planned
way ---
• to acquire capabilities, knowledge, perspectives,
attitudes, values and skill required to perform various
tasks or function associated with their present or future
expected roles.-------------- T. Venkateshwarao
• to develop their general enabling capabilities as
individuals so that they are able to discover and
utilise their own inner potential for their own or for
the organizational development purposes and

• to develop an organizational culture where superior

subordinate relationship, team work and
collaboration among different sub units are strong
and contribute to organizational health, dynamism
and pride among the employee”.
DEVELOPMENT: “ management development
is all those activities and programmes
when recognized and controlled, have
substantial influence in changing the
capacity of the individual to perform his
assignment better and on so doing are
likely to increase his potential for future
management assignment.”
 “A conscious and systematic process to
control the development of managerial
resources in the organization for the
achievement of goals and strategies”
-----Molander – 1986

 “An attempt to improve managerial

effectiveness through a planned and
deliberate learning process” ---- Mumford –
1987
 Training Development
01.It is a process of learning a It is a related process
sequence of programmed
behavior
02. It gives people an awareness of It covers not only those activity which
the rules and procedure to guide improve job performance but also
their behavior those which bring about growth of
the personality
03. Training is short term process Development is a long term educational
utilizing a systematic and process utilizing a systematic and
organized procedure by which organized procedure by which
non-managerial personnel learn managerial personnel learn
technical knowledge and skills conceptual and theoretical
for definite purpose. knowledge for general purpose.
04. It refers only to instruction in
It refers to philosophical and
technical and mechanical,
operations
theoretical educational concepts.
05. It is designed for non-managerial It is designed for managerial
personnel
4.To aware with organizational complexity
– increased mechanization , automation,
manufacturing of multiple products, dealing
with services of diversified lines, extension of
operations .

5.To develop harmonious Human

Relations

6.To cope-up with change in the job

assignment

7.To increase mobility of employees in the

organization
 To prepare the employee both new and old to meet
the present as well as the changing requirements of
the job and the organization.

 To impart the new entrant the basic knowledge and

skill they need for an intelligent performance of
definite job.
 To prepare employees for higher level tasks.

 To assist employees to function more effectively in

their present positions by exposing them to the
latest concepts, information and techniques and
developing the skills they will need in their fields.

 To build up a second line of competent officer and

prepare them to occupy more responsible
positions.

 To broaden the minds of Sr. Manager by providing

them with opportunities for an interchange of
experiences within and outside with a view to
correct the narrowness of outlook that may arise
from over specialization
 To develop the potentialities of people for the next
level job.

 To ensure economical output of required quality

 To ensure smooth and efficient working of a

department

 To promote individual and collective moral, a sense

of responsibility, cooperative attitude and good
relationships.
6. Training reduces frequency of accidents .

7. Training develops high moral among the

employees

8. It provides personnel growth of employee .

9. It improves the organizational climate of the

organization Training develops high moral among
the employees

8. It provides personnel growth of employee .

9. It improves the organizational climate of the

organization
 Analysis

 Design

 Development – creating learning environment,

 Implementation – ensuring transfer of training

 Evaluation
 TASK ANALYSIS: Assessing new employees
training needs.

 PERFORMANCE ANALYSIS: Assessing current

employees training needs.

 CAN’T DO/WON’T DO.

 COMPETENCY MODELS.
1. Job and organization analysis

2. Evaluate the trainee

3. Identify the training needs

4. Design the training needs

5. Prepare cost budget and foresee benefits – have cost

benefit analysis

6. Design training content, teaching methods and media

7. Prepare the instructor

8. Prepare the trainee

9. Get ready to teach

10.Implement the training programme

11.Present the operations

12.Gain the acceptance of the programme

13.Try out the trainees performance

14 Evaluate the results

15.Update the programme

 ON-THE OFF-THE-
JOB JOB
TRAINING TRAINING
 On – the – job Methods :

 Job rotation

 Coaching

 Job Instruction or training through step- by- step

 Off-the-job Methods

 Vestibule training

 Seminar

 Role playing,

 Case study

 Lecture methods
 Group discussion

 Conference or discussion

 T- Group (sensitivity training)

 Programmed instruction

 Brainstorming
 Teletraining

 Videoconferencing.

 Internet-based training

 The virtual classroom training.

1. Lecture
2. Case study
3. Role play
4. Management games
5. Laboratory training : A change agent / consultant
devices/ plans means/ ways for groups of people in
organization to clarify their values, attitudes and problems to
improve understanding , motivation and working climate in
general
6. Individual or group practical assignment
7. Panel discussion
8. Brainstorming
9. Using training supportive material – Audio-visual,
Printed material
10. Field trip
11. Demonstrations
leve evaluatio evaluation description examples of evaluation tools and relevance and practicability
l n type and characteristics methods
(what is
measure
d)
1 Reaction Reaction evaluation is 'Happy sheets', feedback forms. Quick and very easy to
how the delegates felt obtain.
Verbal reaction, post-training
about the training or
surveys or questionnaires. Not expensive to gather or
learning experience.
to analyse.

2 Learning Learning evaluation is Typically assessments or tests Relatively simple to set up;
the measurement of the before and after the training. clear-cut for quantifiable
increase in knowledge - skills.
Interview or observation can also
before and after.
be used. Less easy for complex
learning.
3 Behaviou Behaviour evaluation is Observation and interview over Measurement of behaviour
r the extent of applied time are required to assess change typically requires
learning back on the job change, relevance of change, and cooperation and skill of
- implementation. sustainability of change. line-managers.

4 Results  Results evaluation is the Measures are already in place via Individually not difficult;
effect on the business normal management systems unlike whole organisation.
or environment by the and reporting - the challenge is
Process must attribute clear
trainee. to relate to the trainee.
accountabilities.
Thank

You