Training and Itts Development

8/12/2019 Training and Itts Development

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TRAINING AND DEVELOPMENT

UNIT -III

THIRUVALLUVAR ARTS AND SCIENCE COLLEGE

Training & Development

Trainingis a process of learning a sequence of programmed behaviour. It improves theemployees performance on the current job and prepares them for an intended job.

Developmentnot only improves job performance but also brings about the growth of the

personality. Individuals not only mature regarding their potential capacities but also become

better individuals.

Difference between Training & Development:

Training:

1. Its a short term process.2. Refers to instruction in technical and mechanical problems

3. argeted in most cases for non!managerial personnel

". #pecific job related purpose

Development:

1. It is a long term educational process.

2. Refers to philosophical and theoretical educational concepts

3. $anagerial personnel

". %eneral &nowledge purpose

Purpose of Training:

1. To improve Productivity: raining leads to increased operational productivity and

increased company profit.

2. To improve Quality:'etter trained wor&ers are less li&ely to ma&e operational

mista&es.

3. To improve Organizational Climate: raining leads to improved production andproduct quality which enhances financial incentives. his in turn increases the overall

morale of the organi(ation.

". To increase Healt and !afety: )roper training prevents industrial accidents.

*. Personal "rowt:raining gives employees a wider awareness+ an enlarged s&ill base

and that leads to enhanced personal growth.

PREPARED BY T.S.KUMAR ASST.PROFESSOR IN DEPARTMENT OF BUSINESS

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!teps in Training Process:

1. Discovering or #dentifying Training needs:, training program is designed to assist inproviding solutions for specific operational problems or to improve performance of a

trainee.

o Organizational determination and $nalysis: ,llocation of resources that

relate to organi(ational goal.

o Operational $nalysis: -etermination of a specific employee behaviour required

for a particular tas&.

o %an $nalysis:nowledge+ attitude and s&ill one must possess for attainment of

organi(ational objectives

2. "etting ready for te ob:he trainer has to be prepared for the job. ,nd also who

needs to be trained ! the newcomer or the e/isting employee or the supervisory staff.

3. Preparation of te learner:

o )utting the learner at ease

o #tating the importance and ingredients of the job

o 0reating interest

o )lacing the learner as close to his normal wor&ing position

o amiliari(ing him with the equipment+ materials and trade terms

". Presentation of Operation and 'nowledge:he trainer should clearly tell+ show+

illustrate and question in order to convey the new &nowledge and operations. he trainee

should be encouraged to as& questions in order to indicate that he really &nows and

understands the job.

*. Performance Try out:he trainee is as&ed to go through the job several times. his

gradually builds up his s&ill+ speed and confidence.

. (ollow)up:his evaluates the effectiveness of the entire training effort

he #equence of raining )rogram can be put in a lowchart as below

Discovering or Identifying Training Needs -> Getting Ready for the job -> Preparation

of Learner (Creating desire -> Presentation of !peration " #no$%edge ->

Perfor&ance Try o't -> o%%o$ 'p and )va%'ation


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Training Tecni*ues:

,n effective training fulfills the following criteria

1. ,daptation of the technique4method to the learner and the job

2. )rovides motivation to the trainee to improve job performance

3. 0reates trainees active participation in the learning process

". )rovide &nowledge of results about attempts to improve

Development

$anagement development attempts to improve managerial performance by imparting

1. nowledge

2. 0hanging attitudes

3. Increasing s&ills

he major objective of development is managerial effectiveness through a planned and a

deliberate process of learning. his provides for a planned growth of managers to meet the

future organi(ational needs.

Development Process:

1. !etting Development Obectives:It develops a framewor& from which e/ecutive need

can be determined.

2. $scertaining Development +eeds: It aims at organi(ational planning 5 forecast the

present and future growth.

3. Determining Development +eeds: his consists of

o ,ppraisal of present management talent

o $anagement $anpower Inventory

he above two processes will determine the s&ill deficiencies that are relative to the future needs

of the organi(ation.

1. Conducting Development Programs:It is carried out on the basis of needs of different

individuals+ differences in their attitudes and behaviour+ also their physical+ intellectual

and emotional qualities. hus a comprehensive and well conceived program is prepared

depending on the organi(ational needs and the time 5 cost involved.


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2. Program ,valuation: It is an attempt to assess the value of training in order to achieve

organi(ational objectives.

he -evelopment process can be pictorially represented in a lowchart as below

*etting Deve%op&ent !bjectives -> +scertaining Deve%op&ent Needs -> Deter&ining

Deve%op&ent Needs -> Cond'cting Deve%op&ent Progra& -> Progra& )va%'ation

%etods of training operating personnel-factory wor.ers

raining is defined by 6ayne 0ascio as 7training consists of planed programs

underta&en to improve employee &nowledge+ s&ills+ attitude+ and social behavior so

that the performance of the organi(ation improves considerably.8

here are different methods of training for operating personnel 9factory wor&ers:.

raining these wor&ers becomes important because they handle equipment worth

crores of rupees.

1. ;n the job training method !

In this method wor&ers who have to be trained are ta&en to the factory+ divided

into groups and one superior is allotted to every group. his superior or supervisor

first demonstrates how the equipment must be handled+ and then the wor&er is

as&ed to repeat whatever he has observed in the presence of the supervisor. his

method ma&es it easy for the employee to learn the details about specific

equipment. ;nce the wor&er studies the first equipment thoroughly the supervisor

moves on to the ne/t equipment and so on.

2. ,pprenticeship training !

In this method both theory and practical session are conducted. he employee is

paid a stipend until he completes training. he theory sessions give theoretical

information about the plant layout+ the different machines+ their parts and safety

measures etc. he practical sessions give practical training in handling the

equipment. he apprentice may or may not be continued on the job after training.

3.


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". =ob rotation !

In this method the person is transferred from one equipment to the other for afi/ed amount of time until he is comfortable with all the equipments. ,t the end of

the training the employee becomes comfortable with all the equipment. >e is then

assigned a specific tas&.

*. 0lassroom method !

In this method the training is given in the classroom.


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job properly or not. Avery minute detail is studied.

2. )lanned progression ! 92 mar&s:In this method juniors are assigned a certain job of their senior in addition to their

own job. he method allows the employee to slowly learn the job of his senior so

that when he is promoted to his senior job it becomes very easy for him to adjust

to the new situation. It also provides a chance to learn higher level jobs.

3. 0oaching and counseling ! 92 mar&s:

0oaching refers to actually teaching a job to a junior. he senior person who is the

coach actually teaches his junior regarding how the wor& must be handled and how

decisions must be ta&en+ the different techniques that can be used on the job+ how

to handle pressure. here is active participation from the senior.0ounseling refers to advising the junior employee as and when he faces problems.

he counselor superior plays an advisory role and does not actively teach

employees.

". @nder study ! 92 mar&s:

In this method of training a junior is deputed to wor& under a senior. >e ta&es

orders from the senior+ observes the senior+ attends meetings with him+ learns

about decision ma&ing and handling of day to day problems. he method is used

when the senior is on the verge of retirement and the job will be ta&en over by the

junior.

*. =unior board ! 92 mar&s:

In this method a group of junior level managers are identified and they wor&

together in a group called junior board. hey function just li&e the board of

directors. hey identify certain problem+ they have to study the problem and

provide suggestions. his method improves team wor& and decision ma&ing ability.

It gives an idea about the intensity of problem faced by the company. ;nly

promising and capable junior level managers are selected for this method.

Off te ob training metod :)

;ff the job training refers to method of training given outside the company. he

different methods adopted here are

1. 0lassroom method !

he classroom method is used when a group of managers have to be trained in

theoretical aspects. he training involves using lectures+ audio visuals+ case study+


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role play method+ group discussions etc. he method is interactive and provides

very good results.

2. #imulation !

#imulation involves creating atmosphere which is very similar to the original wor&

environment. he method helps to train manager handling stress+ ta&ing immediate

decisions+ handling pressure on the jobs etc. ,n actual feel of the real job

environment is given here.

3. 'usiness games !

his method involves providing a mar&et situation to the trainee manager and

as&ing him to provide solutions. If there are many people to be trained they can be

divided into groups and each group becomes a separate team and play against eachother.

". 0ommittee !

, committee refers to a group of people who are officially appointed to loo& into a

problem and provide solution. rainee managers are put in the committee to

identify how they study a problem and what they learn from it.

*. 0onference !

0onferences are conducted by various companies to have elaborate discussions on

specific topics. he company which organi(es the conference invites traineemanager and calls for e/perts in different fields to give presentation or lecture. he

trainee manager can as& their doubts to these e/perts and understand how

problems can be solved on the job.

. Readings !

his method involves encouraging the trainee manager to increase his reading

related to his subject and then as& him to ma&e a presentation on what he has

learned. Information can be collected by trainee manager from boo&s+ maga(ines

and internet etc

B. In bas&et training !

In this method the training is given to the manager to handle files coming in and to

finish his wor& and ta&e decisions within a specified time limit. he trainee manager

is taught how to prioriti(e his wor&+ the activities which are important for his job

and how to ta&e decisions within limited time limit.


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Training procedure-process of training :)


underta&en to improve employee &nowledge+ s&ills+ attitude+ and social behavior sothat the performance of the organi(ation improves considerably.8

Avery company has a specific training procedure+ depending upon its requirements.

, general training procedure is e/plained below along with diagram

Process-procedure of training

-etermining training need of employee

#elect a target group for training

)reparing trainers

-eveloping training pac&ages

)resentation)erformance

ollow up

1. -etermining training needs of employee !

In the very 1st step of training procedure+ the >R department+ identifies the

number of people required training+ specific area in which they need training+ the

age group of employee+ the level in organi(ation etc. in some cases the employee

may be totally new to the organi(ation. >ere the general introduction training is

required. #ome employees may have problems in specific areasC here the training

must be specific. his entire information is collected by >R department.

2. #electing target group !

'ased on information collected in step 1 the >R department divides employee into

groups based on the following.

,ge group

i. he area of training

ii. Devel in the organi(ation

iii. he intensity of training etc.

3. )reparing trainers !

;nce the employees have been divided into groups+ the >R department arranges

for trainers. rainers can be in house trainers or speciali(ed trainers from outside.

he trainers are given details by >R department+ li&e number of people in group+

their age+ their level in organi(ation+ the result desired at the end of training+ the

area of training+ the number of days of training+ the training budget+ facilities

available etc.


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". )reparing training pac&ages !

'ased on the information provided by trainers+ he prepares entire training schedulei.e. number of days+ number of sessions each day+ topics to be handled each day+

depth of which the subject should be covered+ the methodology for each session+

the test to be given foe each session+ handout4printed material to be given in each

session.

*. )resentation !

;n the first day of training program the trainer introduces himself and specifies the

need and objective of the program and then actually stars the program. he

performance of each employee is trac&ed by the trained and necessary feedbac& is

provided.

. )erformance !

,t the end of training program the participants reports bac& to their office or

branches. hey prepare report on the entire training program and what they have

learned. hey the start using whatever they have learned during their training.

heir progress and performance is constantly trac&ed and suitable incentives are

given if the participant is able to use whatever he has learned in training.

B. ollow up !

'ased on the em?ployee performance+ after training+ the >R department is able toidentify what is e/actly wrong with training program and suitable correction is

made.

,valuation of training program




Affectiveness of training programs are constantly evaluated by the company to find

if the money+ they have invested has been spend properly or not. raining

programs can be evaluated by as&ing following questions.

a: >as change occurred after trainingE

b: Is the change due to trainingE

c: Is the change positive or negativeE

d: 6ill the change continue with every training programE

, training program should give following resulting changes.


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1. Reaction !

Reaction refers to attitude of employee about the training+ whether the employee

considers training to be Fve or Gve one. If reaction are Fve then people haveaccepted the program and changes will be possible.

2. Dearning !

,nother method of judging effectiveness is to identify levels of learning i.e. how

much the people have learnt during the training. his can be found out by trainers

mar& sheet+ the report submitted by the employee+ and actual performance.

3. 'ehavior !

he >R department needs to understand behavior of the employees+ to understand

the effectiveness of training. he behavioral change can be seen in how the personinteracts with juniors+ peer groups and seniors. hey mar& change in behavior and

inform the >R department of the success of training program.

". Result !

Results provided by employee in monetary terms also determines effectiveness of

training program i.e. employee success in handling the project+ the group

performance before and after training etc.

*. Affectiveness of training program must lead to

i. Increase in efficiency of wor&erii. Reduction in labour turnover

iii. Increase in discipline

iv. Reduction in wastage and therefore cost of production

v. )roper care of tools and equipments

vi. Amployee development in career terms

vii. ;verall efficiency in the company

$dvantages of training programs-training




he following are the advantages of training program to the company

1. Increase in efficiency of wor&er !

raining programs can help wor&ers to increase their efficiency levels+ improve

quality and thereby increase sales for the company.


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2. Reduced supervision !

6hen wor&ers have been formally trained they need not be supervised constantly.

his reduces the wor& load on the supervisor and allows him to concentrate onother activities in the factory.

3. Reduction in wastage !

he amount of material wasted by a trained wor&er is negligible as compared to the

amount of material wasted by an untrained wor&er. -ue to this the company is able

to reduce its cost its cost of production.

". Dess turnover of labour !

;ne of the advantages of the training program is that it increases the confidence of

employees and provides them with better career opportunities. -ue to thisemployee generally do not leave the company. here by reducing labour turnover.

*. raining helps new employees !

, person+ who is totally new to the company+ has no idea about its wor&ing.

raining helps him to understand what is required from him and helps him to adjust

to the new environment.

. @nion management relations !

6hen employees are trained and get better career opportunities. he union starts

having a possible attitude about the management. hey feel that the managementis genuinely interested in wor&ers development. his improves union management

relations.

he following are the advantages of training program to the employee

1. 'etter career opportunities !

raining programs provide the latest information+ develops talent and due to this

the employee is in a position to get better jobs in the same company or other

companies.

2. >igh rewards !

Affective training programs result in improved performance. 6hen performance

appraisal is done e/cellent performance from the employee is rewarded by giving

him incentives and bonus.

3. Increased motivation !

Amployees who have been trained are generally more confident as compared to


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others. #ince their efforts will be rewarded in future they are very much interested

in improving their performance. herefore we can say that their motivation levels

are very high.

". %roup efforts !

raining programs are not only technical programs but are also conducted in areas

li&e conflict management+ group dynamics 9formal and informal groups:+ behavioral

s&ills+ stress management etc. this enables employees to put in group effort without

facing problems that groups normally face. In other words training teaches people

to wor& in a group.

*. )romotion !

)eople who attend training programs learn from them and improve themselves aregenerally considered for promotion. hus training increases chances of promotion.


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Training and Itts Development

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