Chapter 9

TRAINING, DEVELOPMENT AND CAREER

MANAGEMENT
 Lecture Overview
- Training and Development

- Training and Education

- Inputs in Training

- Benefits of Employee Training

- Training Process

- Need of Training (Performance Gap Model)

- Steps in Training Program

- Training Methods

- Reason of Ineffective Training

- Career Development
 Steps in Training Program

What methods and

Who are the trainees? Who are the trainers?
techniques?

Where to conduct the What principles of What should be the

program? learning? Level of training?

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 220
 Training Methods

Training Orienting Special skills Safety Creative Sales,

Method new training education technical and administrativ
employees, professional e and
introducing education managerial
innovation education

On the job
Orientation Yes - - - -
training
Job Instruction Yes Yes - - -
training
Apprentice Yes Yes - - -
training
Internship - Yes - Yes Yes
Job rotation Yes - - - Yes
Coaching - Yes Yes Yes Yes

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 221
 Training Methods
Training Orienting new Special skills Safety Creative Sales,
Method employees, training education technical and administrative
introducing profession and
innovation eduction managerial
education

Off the job

Lecture Yes Yes Yes Yes Yes
Films Yes Yes Yes Yes Yes
Conference Yes - Yes Yes Yes
Case Study - - - - Yes
Role Playing - - - Yes -
Simulation Yes Yes Yes Yes -
Programmed Yes Yes Yes Yes -
Instructions

Laboratory Yes - Yes Yes -

Training

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 218
 Relative Effectiveness of Training Method
Training Knowledge Changing Problem Interpersonal Participant Knowledge
Method acquisition Attitude Solving Skills acceptance retention
skills
Case study 2 4 1 4 2 2
Conference 3 3 4 3 1 5
Business 6 5 2 5 3 6
games
Lecture 9 6 9 8 8 8
Programed 1 7 6 7 7 1
Instructions
Role Playing 7 2 3 2 4 4
Television 5 9 8 9 9 9
lecture
Films 4 6 7 6 5 7

Rank 1 is highest relative effectiveness

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 222
 Training Process

- Level of Learning:
a) Acquire fundamental knowledge
b) Skill development
c) Operational Proficiency : Advancement in skills and
obtaining experience of doing thing with excellence

- Learning Principles:
- Employee motivation
- Recognition of individual differences
- Practice opportunities
- Reinforcement
- Knowledge of results
- Schedule of learning
- Meaning and material
- Transfer of learning
- Goals

Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 226
 Training Process
- Conduct of Training
a) At the job
b) in training room available on site
c) outside in university, hotel or conference center

- Implementation of Training Program

- Deciding the location and arranging other facilities
- Scheduling of training program
- Conducting the training
- Monitoring the trainee progress

- Evaluation of the Program

- Training objectives have been achieved or not
- To ascertain that change in behavior and skills are
due to training or because of other reasons
- Cost effectiveness of training program
- Credibility of training program is enhanced when it
is proved that performance linked with training
 Training Process

- Principle of Evaluation
- Evaluation specialist must have clarity about
objectives and goals of training
- Evaluation must be continuous
- Evaluation must be specific
- Evaluation must provide means to trainer to
appraise themselves of their method and practices
- Realistic target dates for each phase of evaluation
process

- Criteria for Evaluation

Training Validity: Did the trainees learn from training
Transfer Validity: What learnt in the training has been
transferred on job
Intraorganizational Validity:
Interorganizational Validity: Can training program be
replicated successfully in other organizations
 Training Process
Measures
Level Four Levels of Training Evaluation
Accidents Quality
Productivity
Cost
Result Is the organization Morale
is better because of Profits
training? Turnover
Are trainees behaving
differently in the job after Performance, appraisal
Behavior training? Are they using by supervisor, peer,
knowledge and skills subordinate, customers
learned in the training?
To what extent the trainees Written Tests,
Learning have greater knowledge of Performance tests
skills after the training
program?
Did the trainees like the
program, trainer, facilities, Questionnaires
Reaction timing? Did they think that
training was usefull? What
improvement they suggest?
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 230
 Reasons of Ineffective Training
- Lack of management support

- Spending on training is not enough

- Large scale job switching of trained staff

- Improper design and development of training programs

- Training needs assessment exercise was not conducted

 Career Development
Career is defined as “progress or general course of action of a
person in some profession or in a organization”
(p. 231)

“Career includes the specific jobs that a person performs, the

kind of responsibilities and activities that comprise jobs,
movements and transition between jobs, and in individual's
overall assessment of and feelings of satisfaction with these
companies of his or her career”
(p. 231)
 Career Development
Career planning is defined as “a process whereby an
individual sets career goals and identifies the means to
achieve them”
(p. 232)

- When organization helps to plan career of individual it

becomes organizational career planning

Organizational Career Planning “is the planned succession of

jobs worked out by organization to develop its employees”
(p. 232)

Career Development is defined as “a formal approach used by

organization to ensure that people with proper qualification
and experiences are available when needed”
(p. 232)
 Career Development
Career Development Initiatives

Career Planning Workshops: Workshops to guide employees

and help to identify their strengths and weaknesses, career
opportunities, means and steps to achieve personal goals,
and self assessment of values, abilities, interests, goals and
personal development plan

Career Counseling: In one to one session with career

counselor with employees to discuss their performance,
career goals, capabilities, interests.

Mentoring: Mentor (supervisor) coaches and advises

employee (subordinate) to motivate and encourage them to
improve their performance
It is also tool to increase job involvement and satisfaction of
mentor

Sabbaticals: Leave granted to employee to increase their

learning
 Career Development

Personal Development plans: Employee set long term

personal development plans such as development needs and
means and action plan to achieve them in written form. These
personal development plans can be discussed with supervisor
to assist them in guiding and achieving them

Career Workbooks: Questions and exercises that identify the

strengths weaknesses of employee, career opportunities, and
requisite steps to achieve them

Work book contains organization policy, available career

options in organization, organization structure

Career Plateau: The chance of career growth is blocked or no

possibility of future growth in the organization.
 Summary
- Training and Development

- Training and Education

- Inputs in Training

- Benefits of Employee Training

- Training Process

- Need of Training (Performance Gap Model)

- Steps in Training Program

- Training Methods

- Reason of Ineffective Training

- Career Development