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INTRODUCTION

Understanding Training and its needs

The human resource department should for an individual to be aware of it. The
go hand-in-hand with the changes in company is to keep track of the same and
technology, employee needs, company improve the skills of its workforce.
strategy, and competitor policies for Similarly training for having awareness
drawing out exemplary outcome from on the existing safety measures in the
the employees. The company expects the company is a must. In many companies,
human resource department to train the the fire force department is invited to
employees in every manner for give ample training on how to deal with
maximizing its wealth. Before the actual an emergency in case of fire. The
training the HRD should be aware of the employees are given the actual training
changes that have taken place in the to have an idea on the steps to be taken
technology. Then it is to identify the key for ensuring ‘smooth’ evacuation. In
skills required for fulfilling the task and case of manufacturing companies,
compare it with the actual present within training is provided to prevent industrial
the manpower so as to bridge the gap accidents. Industrial accidents not only
between them. Training should evolve reduce the morale of the people, but also
those skills that are inevitable for the eat up a significant portion of the
attainment of the company strategy.  company profits. A negative morale is
Employees, on the other hand, expect highly expensive for the company.
training to aid in their personal Training is also provided for improving
development. The human resource the communication skills of the
department is to consult the employees employees. Training on the market
to recognise their needs to act situations, competitor policies, company
accordingly. Companies provide training strategy, professional associations, etc
for improving the technical skills of its improves general awareness which can
people. The rapid speed at which the bring out innovative ideas. With the
technical changes occur and the volume economy opening up as the result of
of changes happens makes it impossible globalization, the human resource

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department is to provide cross culture training for better customer relationship.

Companies like Wipro conducts language classes for easy communication. How to fight
stress is a key area for which ample amount of training is needed. 

On the basis of the needs, the HR is to identify the trainer who has mastered in her
profession. Trainers should have a thorough knowledge of the topic, good communication
skills, and excellent listening skills. Participation of the trainees makes it livelier. The
trainer must have a general awareness on the company needs, its goals, strategy, policies,
and work culture for better results. Training could be on-the-job training, classroom
training, or distant education. The human resource department must provide the
infrastructure required for training. Feedback after training helps in analyzing the
effectiveness of the training. 

Thus from the HR perspective, training is a highly responsible job requiring direct contact
with the every aspect related to the business. Training is a means of making better use of
human resources in the organization by developing people to meet the requirements of the
job to be done. Any attempts to extend the experience of training officers into broader
human resource specialist roles is to change the trainer into a more exotic role that would
be beyond the aspiration of all but a minority of training officers.

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees.

Training is activity leading to skilled behavior.

 It’s not what you want in life, but it’s knowing how to reach it
 It’s not where you want to go, but it’s knowing how to get there
 It’s not how high you want to rise, but it’s knowing how to take off
 It may not be quite the outcome you were aiming for, but it will be an
outcome
 It’s not what you dream of doing, but it’s having the knowledge to do it
 It's not a set of goals, but it’s more like a vision
 It’s not the goal you set, but it’s what you need to achieve it

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 Training is about knowing where you stand (no matter how good or bad
the current situation looks) at present, and where you will be after some
point of time.
 Training is about the acquisition of knowledge, skills, and abilities (KSA)
through professional development
.

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Importance Of

Training and Development

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in

turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to

the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to

the needs and challenges of the society. 

Various objective are discussed below

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 Optimum Utilization of Human Resources – Training and Development

helps in optimizing the helps to expand the horizons of human intellect and
an overall personality of the employees. 
 Productivity – Training and Development helps in increasing the
productivity of the employees that helps the organization further to achieve
its long-term goal.
 Team spirit – Training and Development helps in inculcating the sense of
team work, team spirit, and inter-team collaborations. It helps in inculcating
the zeal to learn within the employees.
 Organization Culture – Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in
creating the learning culture within the organization.
 Organization Climate – Training and Development helps building the
positive perception and feeling about the organization. The employees get
these feelings from leaders, subordinates, and peers.
 Quality – Training and Development helps in improving upon the quality of
work and work-life. 
 Healthy work-environment – Training and Development helps in creating
the healthy working environment. It helps to build good employee,
relationship so that individual goals aligns with organizational goal.
 Health and Safety – Training and Development helps in improving the
health and safety of the organization thus preventing obsolescence.
 Morale – Training and Development helps in improving the morale of the
work force.
 Image – Training and Development helps in creating a better corporate
image.
 Profitability – Training and Development leads to improved profitability
and more positive attitudes towards profit orientation.
 Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem solving. It
helps in understanding and carrying out organizational policies
 Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and

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managers usually display.

Importance Of

Training Objectives

Training objective is one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training objectives
actually lead the design of training. It provides the clear guidelines and develops the
training program in less time because objectives focus specifically on needs. It helps
in adhering to a plan. Training objectives tell the trainee that what is expected out of
him at the end of the training program. Training objectives are of great significance
from a number of stakeholder perspectives,
1. Trainer 
2. Trainee 
3. Designer 
4. Evaluator

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The Training Models

System Model Training

The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn, estimating
training cost, etc The next step is to develop a performance measure on the basis of
which actual performance would be evaluated. 

2. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents. 

3. Develop - This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training
material, validating information to be imparted to make sure it accomplishes all the
goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to

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the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the previous
stage in order to remedy or improve failure practices.

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FEEDBACK

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Transitional Model

Transitional model focuses on the organization as a whole. The outer loop describes
the vision, mission and values of the organization on the basis of which training model
i.e. inner loop is executed.

Vision – focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself
few years down the line. A vision may include setting a role mode, or bringing some
internal transformation, or may be promising to meet some other deadlines. 

Mission – explain the reason of organizational existence. It identifies the position in

the community. The reason of developing a mission statement is to motivate, inspire,
and inform the employees regarding the organization. The mission statement tells
about the identity that how the organization would like to be viewed by the customers,
employees, and all other stakeholders.

Values – is the translation of vision and mission into communicable ideals. It reflects
the deeply held values of the organization and is independent of current industry
environment. For example, values may include social responsibility, excellent
customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these three
things in mind and then the training model is further implemented.

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Instructional System Development Model

(ISD Model)

Instructional System Development model was made to answer the training problems.
This model is widely used now-a-days in the organization because it is concerned with
the training need on the job performance. Training objectives are defined on the basis
of job responsibilities and job description and on the basis of the defined objectives
individual progress is measured. This model also helps in determining and developing
the favorable strategies, sequencing the content, and delivering media for the types of
training objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and
target audience analysis.

2. PLANNING – This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the training, types
of training material, media selection, methods of evaluating the trainee, trainer and the
training program, strategies to impart knowledge i.e. selection of content, sequencing
of content, etc.

3. DEVELOPMENT – This phase translates design decisions into training material. It

consists of developing course material for the trainer including handouts, workbooks,
visual aids, demonstration props, etc, course material for the trainee including
handouts of summary. 

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging

speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and
other training accessories.

5. EVALUATION – The purpose of this phase is to make sure that the training

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program has achieved its aim in terms of subsequent work performance. This phase
consists of identifying strengths and weaknesses and making necessary amendments to
any of the previous stage in order to remedy or improve failure practices. 

The ISD model is a continuous process that lasts throughout the training program. It
also highlights that feedback is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the next phase.

FEEDBACK

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Training Options

There 4 training options that an organization can consider before providing training to
their employees: 
Outsourcing: Outsourcing exempts the organizations to concentrate on its core business.
Also, with the availability of sufficient amount of know-how, proficiency in the market it
does not make business sense for organizations to have a separate training division. One
approach is to tie up with some reputed training or educational institutes and send
employees for training. This way, company gets to avail the required expertise and high-
quality training programs and saves money on content development, recruiting, and
maintaining training team. The only issue in outsourcing training is that the quality of
training has to be frequently tracked so as to ensure the trainer’s performance and training
effectiveness.

Internal Training: A lot of questions has been raised whether to go in for training
outsourcing or setting up an internal division for training. Some companies recruit
external trainers and call them to the company site make them use their tools to train
employees. This alternative is generally for the new joinees who are given the
fundamental or job-related training in-house and then send outside

for higher training. 

Product-related Training: The dealer who delivers the apparatus or installs the system
offers the initial training. The user may negotiate with the dealer for a regular upgradation
of product-related know-how or expertise in place of a one-time training. The apparatus
dealer may choose to send their trainers or recruit outside trainers.

Independent Professionals: Considering the emerging threats and opportunities, the

professionals need to keep themselves updated of the developments. In this option, the

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responsibility of training is entirely on the individual and a better-trained professional will

always have better market worth than others

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Training Design

The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be
achieved by the end of training program i.e. what the trainees are expected to be able
to do at the end of their training. Training objectives assist trainers to design the
training program.

The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.

Training climate – A good training climate comprises of ambience, tone, feelings,
positive perception for training program, etc. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong.

Trainees’ learning style – the learning style, age, experience, educational background
of trainees must be kept in mind in order to get the right pitch to the design of the
program.

Training strategies – Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority
list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics

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and modules are then classified into information, knowledge, skills, and attitudes. 

Sequence the contents – Contents are then sequenced in a following manner:

• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship

Training tactics – Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc

Support facilities – It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.

Constraints – The various constraints that lay in the trainers mind are:
• Time
• Accommodation, facilities and their availability
• Furnishings and equipments
• Budget
• Design of the training, etc

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Training Implementation

To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the
best training program will fail due to one wrong action.

Training implementation can be segregated into:

• Practical administrative arrangements
• Carrying out of the training

Implementing Training 

Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done because
implementation phase requires continual adjusting, redesigning, and refining.
Preparation is the most important factor to taste the success. Therefore, following are
the factors that are kept in mind while implementing training program:

The trainer – The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms
should not be very small or big but as nearly square as possible. This will bring people
together both physically and psychologically. Also, right amount of space should be

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allocated to every participant.

Establishing rapport with participants – There are various ways by which a trainer
can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments

• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be addressed
• Getting to class before the arrival of learners
• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very important
to review the program objective. The trainer must tell the participants the goal of the
program, what is expected out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included:

• Kinds of training activities

• Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program
• Handling problematic situations

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Training Evaluation

The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.

Purposes of Training Evaluation 

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives

and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,

transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses
the evaluative data to manipulate it for their own benefits. 

Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.

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Process of Training Evaluation

Before Training: The learner’s skills and knowledge are assessed before the training
program. During the start of training, candidates generally perceive it as a waste of
resources because at most of the times candidates are unaware of the objectives and
learning outcomes of the program. Once aware, they are asked to give their opinions
on the methods used and whether those methods confirm to the candidates
preferences and learning style. 

During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals

After Training: It is the phase when learner’s skills and knowledge are assessed
again to measure the effectiveness of the training. This phase is designed to
determine whether training has had the desired effect at individual department and
organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

• Observation
• Questionnaire 
• Interview
• Self diaries
• Self recording of specific incidents

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STAKEHOLDERS OF

TRAINING FUNCTION

ORGANISATION

An organization has a very close relationship with the trainee and the trainer because
it is

the first contact for both.

The demand for the training in the organization increases when the organization
wants:

To hire new people – training as a means of training new recruits

To Expand – When the company wants to increase its headcount
To increase certain number of staff (in position) by a certain date
To enhance the performance of employees
Organization’s name to be a part of training unit

Demand for training also increases when there is change in the nature of job, change
in taste of consumer, change in methods of product development, etc. The
organization goes through the following steps for the transfer of training to the field.

But the problem arises when the organization outsource the training process. In this

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situation the organization assumes that the trainer must be aware of the type of training
need s of the participants and their organization and their content will meet those needs.
This leads to failure of the program, which results in collusion. Therefore, it’s a foremost
duty of the organization to make the trainer and their organization aware of their culture,
climate, responsibilities of organization, etc.

TRAINEE – Role Of Trainee in Transfer of Training

The trainee is a major stakeholder in a training program. The whole training program
is developed for the trainees only. Each candidate plays an important role in the
transfer of training because one participant’s attitude regarding the training influence
the other participants and also each participant can assist by advancing the learning
process to realize the training objectives.

Participant’s willingness to invest in the program is directly proportional to the

benefits of the learning that the trainee could expect. Each participant forms their
own perception towards training. Some perceptions remain the same during the
program, while some faded depending upon the assessment of a program by the
participant. Some personal factors that affect the trainee’s learning are:

• Family Situation
• Personal Problems
• Relation between the training program and personal objective
• Level of self esteem
• Benefits expected from training
• Comfort level with the trainer
• Learning style of trainee
• KSA of trainee
• Previous training experiences
• Desire for professional growth and development

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Some environmental factors that affect the trainee’s learning are:

• Relationship with colleagues and subordinates

• Training team
• Trainer team
• Training objective
• Content of training
• Training design i.e. methods, techniques, and strategies
• Environment in the program
• Composition of training group
• Infrastructure i.e. eating facilities, tea/coffee breaks

No matter how good the training program is, in the end it is the participant only who
decides whether to change his behavior or not. Trainees do not change their behavior
merely because someone tells them to do. They change when they feel there is a need
of it. They do it with their own learning style. The trainer and the organization can
only try to remove the mental blocks of the trainee, rest depends on trainee itself.

TRAINER - Importance and Role

The effective transfer of training depends a lot on the trainer because it is the trainer
only who can remove the mental block of trainee, motivate the trainee to learn, delete
the negative perception of the trainee regarding the training. Besides all that, a lot
depends on personality of trainer also.

The major competencies that are required to be present in a trainer are:

• Presentation Skills
• Business Skills i.e. budgeting, time management, negotiation, etc.
• Content Development i.e. material production, graphics, layouts, etc
• Self development i.e. interpersonal skills, good listening skills, flexible, accepting the

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share of accountability, etc

Trainer’s Skills
The skills that need to be present in a trainer are:
• Training Design
• Evaluating the training program
• Training need analysis
• Worksheet design
• Exercises design

FACILITATION Of Training

Facilitation of Transfer of Training through Focus on Trainee and Organization

Intervention
Focus on Trainee 
Focus on Organization Intervention 

Focus on Trainee
Training is successful not only with good training design and training objectives but
also with the readiness and willingness of the trainees. For the training to be
successful, three things are required,
1. Motivation
2. Knowledge, Skills, and Attitudes (KSAs)
3. Expectations towards Training

Expected Performance is directly proportional to the multiplication of motivation,

required KSAs, and expectations towards training i.e.

Motivation – If the trainee is not motivated to learn, no learning is likely to occur no
matter how good the training methods are, or how talented the trainees are.
Therefore, it is important to intervene before training and provide them the

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information about the learning outcome that they can expect and how the learning
outcome will help in achieving the objectives. This increases the€ motivation to learn
and to be successful in training.

Expectations – Positive expectations matter a lot in a training program. If the trainee

perceives the training as waste of time, and waste of resources, no learning is likely
to occur. No learning is possible with negative perception. On the other hand, if the
trainee believes and expects that the training would help him to improve upon his
professional skills and would further help him in achieving his personal goals, the
probability of training to meet the objective increases. 

Knowledge, Skills, and Attitudes (KSAs) – It is important that the selected trainees
should have the right KSAs for the training because even if the methods and contents
of the training is good but the candidates do not have the right KSAs, the training
program will fail. Also the training methods would not be effective if the candidates
are lacking the desired skills. Therefore, proper selection technique is must that
would ensure that hired have the requisite KSAs to be successful in training.

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Training Through

Organization Intervention

Failure of training is not always because of lack of KSAs but sometimes it is because
of the organizational forces also. These forces also hold back the transfer of training,
and learning. Therefore, it is important to keep in check those forces. For the
successful transfer of training, it is necessary to have supervisor support, trainer
support, peer support, reward system, climate and culture.

PEERS SUPPORT – Peer support can also help in transfer of training, for example,
if the trainee is the only one who is receiving training in the department then
probably the experienced peers might put pressure on trainee to forget the training
and work. This situation also hampers in transfer of training. However, this situation
can be avoided by involving the entire department in training,also by encouraging the
learning culture in the organization. 

SUPERVISOR SUPPORT – can affect their employees’ learning in number of

ways, for example, if the trainee is motivated to learn and receives full support from
their supervisor, then this support in turn encourages the employee to learn as much
as possible. Also, supervisor can also reduce the negative factors of training, such as,
the work that piles up during training that makes the employee uncomfortable and

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employees’ negative perception about the training program.

TRAINER SUPPORT – can also have a positive impact on the transfer of training.
Gone are the days, when the trainers’ role used to get over once the training program
is done. Trainers’ role is now extended to the work place also. Besides training,
trainer’s role is to keep a check on how trainees are performing and help them and
discuss with them if they encounter any problem in the workplace.

CLIMATE – Apart from supervisor support, peers support, trainer support, Climate
factor also comprises of company polices, attitude of upper management towards
employee, towards training. If these factors are positive then the climate will also
support the transfer of training. It is the organizations foremost duty to make the
employees realize through these factors that adequate amount of time and resources
are spent on them for their professional and personal development. 

CULTURE – also have the impact over the transfer of training. If the culture of the
organization provides enough opportunities to its employees to implement what they
have learnt in the workplace and provide them variety of others factors such as, social
support, challenging jobs, etc then the likelihood of the transfer of training increases.

REWARD SYSTEMS – If the learning outcome that helps in achieving the
objectives is linked to reward system then the probability of the success of training
would increase.

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