Training Final

8/2/2019 Training Final

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UNIT IV

Training and Development


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Training : It is an attempt to improve

current or future employee performance by

increasing an employees ability to perform

through learning, usually by changing theemployees attitude or increasing his or her

skills and knowledge.

Development: refers to the learning

opportunities designed to help employees

grow.


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Difference between T&D

Training is a short term process utilising a

systematic and organised procedure

whereas

Development is a long term education

process utilising a systematic and organised

procedure


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Difference between T&D

Training involves helping an individual

learn how to perform hispresent job

satisfactorily

whereas

Development involves preparing the

individual for a future job and growth of the

individual in all respects.


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The need for T& D can be computed as

follows:

Training and development need = Standard

performance - Actual performance.


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Training Process

Needs assessmenta) Organization support

b) Organizational analysis

c) Task and KSA analysis

d) Person analysis

Needs assessmenta) Organization support

b) Organizational analysis

c) Task and KSA analysis

d) Person analysis

Instructional

Objectives

Instructional

ObjectivesDevelopment of

criteria

Development of

criteria

Selection and design

Of instructional

programs

Selection and design

Of instructional

programs

Training

validity

Training

validity

Transfer

validity

Transfer

validity

Intraorganisa-

Tional validity

Intraorganisa-

Tional validity

Interorganisa-

Tional validity

Interorganisa-

Tional validity

Use of evaluation

models

Use of evaluation

models

Training

Training


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Need Assessment

Diagnoses present problems and future challenges to be metthrough training and development.

Need assessment occurs at two levels

1. Individual when there is performance deficiency-- focus on anticipated skills of an employee

due to change in technology

-- job transfer

2. Group changes in the organization's strategynecessitates training of group of employees

-- low morale and motivation is diagnosed.


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Methods used in Training Need

Assessment

Group Analysis

Organizational goals &

objectives

Skills inventories Exit Interview

Customer satisfaction

data

Individual Analysis

Performance appraisal

Work sampling

Interviews


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Issues in Needs Assessment

Needs assessment, individual or group, should considerseveral issues:

Organizational support when the needs assessment

is carefully designed and supported by the

organization, disruption is minimized and co-

operation is likely to occur.

Organizational analysis seeks to examine the goals

of the organization.

Task and KSA analysis necessary to identify what

task are needed on each job and which KSAs are

necessary to perform these task

Person analysis targets individual employees


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Benefits of need assessment

Trainers may be informed about the broader needs

of the trainees

Trainers are able to pitch their course inputs closerto the specific needs of the trainees

Assessment makes training department moreaccountable and more clearly linked to other human

resource activities.


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Consequences of Absence of Training Need

Assessment

Loss of Business

Constraints on business development

High labor turnover Poor- quality applicants

Undermining career paths

Higher training costs


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Deriving Instructional Objectives

Instructional objectivesprovide the input fordesigning the training programme as well as for the

measures of success (criteria) that would help

assess effectiveness of the training programme.

Example: the employee will be able to smile at all

customers even when exhausted or ill, unless the

customer is irate.


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Designing Training and Development

Programme

Vital issues to be addressed:

Who participates in the programme?

Who are the trainers?

What methods and techniques are to be used?

What should be the level of training?

Where is the programme conducted?


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Methods and Techniques of Training

Training methods are categorized into twogroups:

1. On-the-job methods- refers to methods that areapplied in the workplace.

2. Off-the-job methods- away from the workplace.

Training techniques are the means employed in

the training method. Some of the techniques are

lectures, case studies, role playing etc.


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On-the-job Training (OJT)

Conducted at the worksite, in context of the job. Experienced worker shows a trainee how to work

on the job.

On the Job Training Methods

Job Rotation: employee moves from job to job atplanned intervals.

Apprenticeships: a structured process by whichpeople become skilled workers through acombination of classroom instructions and on-the-

job-training.


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On-the-job Training Methods

Coaching : here the trainee works directly with asenior or with a person he or she is to replace.

Job Instruction Training: many jobs consist of alogical sequence of steps and are best taught step

by step.

Listing each jobs basic tasks, along with the key

point in order to provide step-by-step training for

employees.


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On-the-Job Training

Advantages

No specific facilities

needed

Real life situation/notsimulated

Productivity

Trainee establishes

relations from start

No off-the-job cost

Learning can be

controlled

Disadvantages

Risk to machines and

increase in scrap

Part-time instructormay lack skill in

training

Lack of time due to

pressure of production

Psychological pressure

before experienced

workers


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Off the Job Training Methods

Lecture Discussion Simulation: a technique that duplicates as nearly as

possible the actual conditions that are encountered on

job. Role Play

Case Study: a written description

Vestibule Training: utilises equipment which closelyresemble the actual ones used on the job.

Audio visual based training: when there is a need toexpose trainees to events not easily demonstrable.

Business Games

Sensitivity Training ( Group Dynamics)-gain insight

into own and others behavior


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Off -the- Job Training

ADVANTAGES Relaxed atmosphere,away

from home and work, no

distractions

Specific difficulties are

easier to explore

Test hypotheses and ideas

in low risk environment

Improves morale and

motivation for self-

development

DISADVANTAGES

Cost of external

facilities

Difficulty ofsimulating work

problems

Resistance of trainees

being away from

home(lengthy training)


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Level of Learning

There are three basic level:

1. Lowest level- the employee or potential employeemust acquire fundamental knowledge. Developing a

basic understanding of the field and gettingacquainted with concepts and relationships.

1. Goal of the next level is skill development, oracquiring the ability to perform in a particular skillarea.

1. Highest levelaims at increasing operationalefficiency. Involves obtaining additional experience.


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Conduct of Training

At the Job itself.

On site but not the job eg: training room in the

company Off the site: like college, conference centre.


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Implementation of the training programme

Implementation of training problem beset with certainproblems:

1. Availability of trainer.

2. Scheduling training around the present work, without

disrupting the regular work.

Programme implementation involves:

1. Deciding the location.

2. Scheduling the training programme.

3. Conducting the programme.

4. Monitoring the progress of trainees.


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Evaluation of the programme

Evaluation helps determine the results of the training anddevelopment programme.

The main objectives are:

1. to determine if the programmes are accomplishing

specific training objectives.

2. to determine their cost effectiveness.

3. credibility of training programme is greatly enhanced

when it is proved that the organization has benefited

tangibly from it.


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Evaluating Training Effectiveness

Training effectiveness is the degree to whichtrainees are able to learn and apply the knowledge

and skills acquired in the training programme.

Reaction

Learning

Behavior

Results


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Techniques of evaluation

One approach towards evaluation is to useexperimental (one to receive training) and control

(other not to receive training) groups.

Another method is use of questionnaire before and

after the interview.


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Experimental Exercise

Purpose: The purpose of this exercise is to give youpractice in developing a training programme for thejob of airline reservation clerk for a major airline.

Customer contact our airline reservation clerks toobtain flight schedules, price, and itineraries. Thereservation clerks look up the requested informationon our airlines online flight schedule systems, which

are updated continuously. The reservation clerk mustdeal courteously and expeditiously with the customer,and be able to quickly find alternative flightarrangements in order to provide the customer withthe itinerary that fits his or her needs.


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Alternative flights and prices must be foundquickly, so that the customer is not kept waiting,

and so that our reservations operations group

maintains its efficiency standards. It is often

necessary to look under various routings, since

there may be a dozen or more alternative routes

between the customers starting point and

destination. You may assume that we just hired 30 new clerks,

and that you must create a 3 days training program.


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Please produce the requested outline,making sure to be very specific about what

you want to teach the new clerks, and what

methods and aids you suggest using to trainthem.


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ThankYou

Training Final

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