KMBHR04

Training & Development

TD/U1 Topic 1 Concepts and Rationale of Training and Development

In simple terms, training and development refers to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition of training & development is
it is any attempt to improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by changing the employee’s
attitude or increasing his or her skills and knowledge. The need for training &
development is determined by the employee’s performance deficiency, computed as
follows:

Training & Development need = Standard performance – Actual performance.

Training and development

We can make a distinction among training, and development. Such distinction enables
us to acquire a better perspective about the meaning of the terms. Training, as was
stated earlier, refers to the process of imparting specific skills. Training refers to the
process of imparting specific skills.

Development refers to the learning opportunities & designed to help employees grow.

Training and development is vital part of the human resource development. It is

assuming ever important role in wake of the advancement of technology which has
resulted in ever increasing competition, rise in customer’s expectation of quality and
service and a subsequent need to lower costs. It is also become more important globally
in order to prepare workers for new jobs. In the current write up, we will focus more on
the emerging need of training and development, its implications upon individuals and the
employers.

The need for Training and Development

Before we say that technology is responsible for increased need of training inputs to
employees, it is important to understand that there are other factors too that contribute to
the latter. Training is also necessary for the individual development and progress of the
employee, which motivates him to work for a certain organization apart from just money.
 We also require training update employees of the market trends, the change in the
employment policies and other things.

The following are the two biggest factors that contribute to the increased need to training
and development in organizations:

 Change: The word change encapsulates almost everything. It is one of the biggest
factors that contribute to the need of training and development. There is in fact a direct
relationship between the two. Change leads to the need for training and development
and training and development leads to individual and organizational change, and the
cycle goes on and on. More specifically it is the technology that is driving the need;
changing the way how businesses function, compete and deliver.
 Development: It is again one the strong reasons for training and development
becoming all the more important. Money is not the sole motivator at work and this is
especially very true for the 21st century. People who work with organizations seek more
than just employment out of their work; they look at holistic development of self.
Spirituality and self-awareness for example are gaining momentum world over. People
seek happiness at jobs which may not be possible unless an individual is aware of the
self. At ford, for example, an individual can enroll himself / herself in a course on ‘self-
awareness’, which apparently seems inconsequential to ones performance at work but
contributes to the spiritual wellbeing of an individual which is all the more important.

Rationale of Training and Development

 Communications: The increasing diversity of today’s workforce brings a wide variety of

languages and customs.
 Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
 Customer service: Increased competition in today’s global marketplace makes it critical
that employees understand and meet the needs of customers.
 Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
 Ethics: Today’s society has increasing expectations about corporate social
responsibility. Also, today’s diverse workforce brings a wide variety of values and morals
to the workplace.
 Human relations: The increased stresses of today’s workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
 Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.
 Safety: Safety training is critical where working with heavy equipment, hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.
 Sexual harassment: Sexual harassment training usually includes careful description of
the organization’s policies about sexual harassment, especially about what are
inappropriate behaviors.

TD/U1 Topic 2 Difference between

Training, Development & Education
Meaning of Training

Quality performance from the workforce is the need of every organization to stay in business
in today’s competitive environment. There is nothing wrong if the CEO of a company after
going through this chapter, you will expects quality work performance from his employees,
current and potential.

If workers and employees are good and not performing up to the mark, they need to be
trained to raise their level of skill, knowledge and versatility. The complexity of jobs
increases the need for training. The advancement in technology, wide use of computerization
and related sophistication has increased the need for training by manifold.

The learning of skills and increase in the level of understanding of the employees has become
imperative. Training widens the knowledge of the employee. He learns a lot through training.
Training polishes the employee’s insight.

He becomes sharper and updates his knowledge through training. Training provides
necessary instructions for performing the current job. It has a narrow aim of providing skills
to benefit the organization quickly. Training usually refers to the skill development of non-
supervisory personnel’s. Training applies to operative staff of the organization.

Edwin B Flippo has defined training as, “the act of increasing the knowledge and skill of an
employee for doing a particular job.” Thus, the training refers to the process of increasing the
knowledge, skill, attitude, abilities, aptitude and potentials of the employee to increase and
sharpen the job performance. The training ensures better performance of the job. Training
differs from education and development.
Education and Training

Training differs from education. Training is concerned with increase in knowledge, skill and
abilities of the employees in doing a particular job. It has a narrow aim limited to increase in
knowledge and skill. Education, on the other hand, has broader aim in sight and its purpose is
to develop the individual.

Education is concerned with enhancing general knowledge and motivating him to understand
the total environment. Education is imparted in schools, colleges and universities. Training is
vocational in orientation and is given at the factory or at workplace.

The difference between training and education becomes hair thin when in certain cases
training and education imparted at the same time. Employee development programmes
conducted by certain organizations fall in the same category and are very wide in scope.

Training and Development

Training refers to the instructions provided to increase the knowledge and skill for the current
job. Development on the other hand has broader scope and aims at developing an individual
in all respects. Training aims at achieving immediate gains for the organization while
development aims at achieving long term needs of the organization.

Organization takes up executive development programmes to enhance the capabilities,

potential and creative instinct of the managers enabling them to be more effective in
performing various managerial functions to achieve the predetermined goals.
The development programmes include a course in management information systems that help
the organization to develop into efficient one in the long run. The development programmes
are meant for executives and supervisory staff only.

Training on the other hand is meant for both. For instance, a marketing executive is trained to
use the programming language. Lotus 1, 2, 3 to have a grip over marketing budget is a
training aiming towards learning skills of programming.

A closely knit training and development programme along with other human resource
strategy is a must for effective and efficient operation.

TD/U1 Topic 3 Overview of

Training and Development Systems
Training programs play a crucial role in honing skills of employees, making them
responsible, productive, efficient and well rounded managers.

Let us go through various types of management training programs:

Employees need to be trained on how to interact with their fellow workers and
superiors. Not many people know how to behave at the workplace. Employees ought to be
trained on business etiquette, workplace ethics and how should they conduct themselves in
organization. There is a certain way of doing things and employees need to be suitably
trained. Employees need to be trained to treat all fellow workers as one irrespective of their
designation and respect their female counterparts. Training on effective communication is a
must in organizations. Not everyone is born with effective communication skills; it comes
with time and specific training programs. Training on soft skills helps employees to use the
correct language at the workplace and pass on information in its desired form. Employees
need to be trained on conflict resolution skills which would not only help them find solutions
to problems but also strengthen employee relations.

Employees need to be trained on time management skills. Employees need to make the
most judicious use of time. Trust me; no one listens to lame excuses that you did not get
enough time to complete your task on time. You need to manage your time well. Managers
need to master the art of making the best possible use of available resources. Responsibilities
should be delegated as per specialization and interest levels of employees. Proper delegation
of job responsibilities avoids confusions at workplace and leads to a healthy work culture.
Clear clutter and organize your workstation. Keep all your documents in a proper folder to
avoid unnecessary searching when needed. Being organized not only saves your time but also
helps you achieve targets within the desired time frame.

Safety of the employees is a major concern in organizations. Employees need to feel safe and
comfortable at the workplace. Employees need to be trained on how to handle emergency
situations. Special training programs should be organized to acquaint employees with
fire safety techniques, emergency /earthquake evacuations and other security concerns.

Employees need to be trained on policies of organization and how the same ought to be
implemented in the correct way. Special training programs ought to be designed to
familiarize employees with the rules and regulations of the workplace.

Effective trainings on leadership skills help managers to be a strong leader and a source
of inspiration for their team managers. A leader needs to be an effective listener as well.
He needs to patiently listen to the problems of his team members, counsel them and give
them appropriate solutions. A good manager should be a good mentor who stands by his team
members, guides them and helps them face tough times with a smile. Leadership trainings
help managers to encourage their team members to work in unison for better results.

Customer trainings enable employees and managers to deal with customers

sensibly. Such trainings help employees to address customer grievances and make customer
centric decisions. You can’t afford to be rude with your target customers or ignore their
problems.

A comprehensive training programme involves the systematic development of various

competencies and facilitating the development of the knowledge, skills and attitude
required by the employees at work. It includes specific interrelated and interdependent
steps which progress systematically for getting the desired outcomes from the training &
development efforts.

Understanding Organization’s Aims and Objectives

The systematic framework starts with the stage of understanding the organization’s aims and
objectives and the determination of the crucial strategies which will lead to the achievement
of the predefined goals/objectives. In other words, the first stage of a systematic approach to
training begins with the determination of a blueprint or a training & development roadmap.

Assessing/Analysing Training Needs

Training Needs Assessment essentially involves assessment of the gap between the desired
level of competencies and existing competencies required for handling a job. Training Needs
Analysis aims at assessing the discrepancy between what an employee should be doing at
work and what he or she is capable of doing.

Determining the Aims and Objectives the Learning & Development Programme

Determination of the training objectives while formulating a training plan is as important as

analyzing the budgetary permutations for conducting a comprehensive training programme. It
details what the trainees will be able to learn at the end of the training programme and how
they will be able to apply the learning at work. If training objectives are specified well in
advance during the planning stage itself, it will improve the effectiveness of the training
programmes and maximize the ROI.
Training Strategy Design

The Training Strategy Design stage is again a very crucial stage of the Systematic Framework
of Training & Development process. During this stage, the various possible alternatives are
assessed and compared for reaping the optimum benefits from a training & development
exercise. It includes analysis of the multiple parameters such as designing course
modules/content framework, deciding upon the training pedagogy or methodologies
(Experiential or Classroom exercises), Preparation of the Preview Learning
Materials/Handouts for the trainees and identifying the critical learning pointers for the
trainees at the end of the training programme.

Implementation of the Training Strategy

During the training implementation stage, the trainer gives maximum importance to the
selection of the right training methodology for maximizing the learning experience and
imparting value with the help of the training programme. The methods may vary from
outdoor training to in-house sessions, experience sharing, counseling & feedback sessions,
experiential or practical training, on the job training, job rotation, case studies, deliberations
and a lot more. It is mainly about putting the training into actual practice.

Evaluating the quality and effectiveness of the Training

One of the most crucial stages of the Systematic Approach to Training is the evaluation of the
effectiveness of the training programme and implementing corrective actions for overcoming
the lacuna and ensuring the achievement of the Training & Development Goals.

TD/U1 Topic 4 Organizing

Training Department
Today’s job applicants often don’t have the skills you need for your small business. In
addition, your particular procedures may require you to train your workforce. Because you
can’t always expect employees to arrive ready to work the way you need them to, you must
develop a training department. Create a training plan and direct your efforts at teaching
employees how to work in ways that align with your company values, mission and goals.

Determine Needs: Before you create your training department, assess your training needs.
Identify skills you need now, and skills you will need in the future. These skills must drive
your decision making regarding how you will structure your training department. For
example, if you discover that you need employees who understand global marketing and
worldwide customer service, you can structure your training department as an online
network, where you deliver materials electronically. On the other hand, if you see that you
need employees who understand your store procedures and policies, you should structure
training as an in-store classroom environment with students physically present so the
facilitator can familiarize them with your store.

Create Standards: Develop measurements and milestones for training. Understand exactly
what skills you expect employees to demonstrate upon completion of training, and determine
what will constitute a passing score. This decision helps you structure your training
department by articulating what kind of testing and measurement you require. You can
structure the department to deliver self-assessments electronically, administer test questions
in person, or travel to various branches to observe and grade employees in their work
environments.

Examine Learning Styles: Individuals learn in different ways. Determine whether you will
use visual elements, text, auditory delivery or hands-on approaches in delivering training.
You may have to structure your training department to have a graphic designer, writer,
speaker or one-on-one mentors, depending on your learning style decisions.

Design Training Materials: Based on your decisions about what must be taught, how
training will be delivered, and what learning styles you will appeal to, have your instructional
designer create your training materials. These materials should include assessments to
measure trainee progress. At this point, you will need to hire or assign personnel to your
training department, even if just a department head at first to handle all training tasks, or to
organize everyone’s efforts in a larger department.

Deliver and Reflect: Have your training department deliver your initial training sessions.
Ask for feedback from trainees, as well as suggestions from training department personnel.
Incorporate necessary changes and finalize the organizational structure of your training
department. Decide who your training department head will report to in your company, and
provide a liaison with appropriate departments, such as marketing, sales, shipping, inventory
and customer service, to coordinate existing and future training needs.
 TD/U1 Topic 5 Training and
Development Policies
The Company’s training & development policy has been developed in line with the
Company’s overall vision and strategy, it reflects a belief in the need to develop all
permanent and temporary employees, whether employed on a full-time or part-time
basis. It is based on the following principles:

 The Company thinks of its workforce as an asset as well as a cost, and believes that it
should invest in that asset.
 The Company believes that all its employees have the potential to grow, both in their
work role and personally, and it shall endeavor to provide opportunities for growth and
personal development.
 The Company considers it appropriate to base such training and development
opportunities on the requirements of the business, and decisions about investment in
staff training and development will be made accordingly.
 The Company believes that responsibility for training and development should be shared
between the Company and its employees.
 The Company will ensure that appropriate procedures are in place to plan, deliver and
evaluate training and development activity.
 The Company wants to empower its staff members to take some ownership of their own
development, with support from their managers and the Company as a whole.
 The Company believes that its line managers have a key role to play in people
development.
 The Company will work within recognized good practice guidelines, to ensure that both
the quality and quantity of training and development is relevant and ‘fit for purpose’.
 The Company will regularly review its overall level of investment in staff training and
development to ensure that adequate and appropriate resources are provided.
 The Company plans its training and development activities in line with industry
standards, and maintains relationships with relevant bodies.

Training and Development Initiatives

The Company will provide a range of training and development opportunities for staff,
which fall into four broad categories:
(i) Programmes relating to the enhancement of skills for an employee’s current
position

These include on the job training, internal and external courses including technical
training, for example on the use of software packages, and specialist training relating to
the skills that employees require for their job.

(ii) Programmes leading to a professional or academic qualification

The Company encourages employees who wish to do so to pursue continuous

professional development and where appropriate to gain further qualifications. The
Company will pay the fees at the start of a programme that is approved, provided that
the employee signs an agreement with the company that they will repay the fees if they
fail to complete the course, or if they leave the company within three years of signing the
agreement, or within one year of completing the programme.

(iii) Programmes that have specific management or supervisory focus

These include internal and external courses on management development, supervisory

skills for line managers, and leadership development programmes.

(iv) Health and safety training

This includes courses in manual handling, risk assessment, fire safety, first aid, and food
and hygiene regulations. Roles and responsibilities for implementation

Both line managers and employees have a responsibility to implement training and
development initiatives. There will be an opportunity to discuss development needs
through the performance review process and agree appropriate courses of training and
or study. Line managers should encourage their staff to undertake relevant programmes.
Employees are expected to take up the opportunities provided and report back to their
line manager on their applicability once completed.

Line managers have a responsibility to monitor and evaluate the effectiveness of

learning for employees who have undergone training and development. Line managers
can contact the HR Manager to give feedback on internal and external training
programmes, including their quality and cost effectiveness. Where possible, Line
managers will offer the employee the opportunity to use and develop newly acquired
skills.

TD/U1 Topic 6 Linking Training

and Development to
Company’s Strategy
Companies that learn how to use training and development programs to support their business
strategy can establish a competitive advantage that increases profitability. Training and
development affect a company’s business strategy by promoting the specific skills
development needs to expand into new areas of business or fend off rivals looking to
encroach into its business areas.

Mission Statement: Before you can align training and development to your company’s
business strategy, you need to know what you want your company to achieve. Organizations
that try to operate without a clear mission statement can find themselves floundering and
eventually failing. A good mission statement usually begins with a commitment to
effectiveness by each member of the organization, along with a commitment to effectiveness
by the organization as a whole. With a roadmap in place, your training and development
department then begins the process of preparing every employee to reach the high standards
you have set for your organization.

Business Strategy: Effective training comes through a series of academic, hands-on and
cooperative activities. An employee may learn as much from working with an experienced
technician as he could in a dozen classroom lessons. The ultimate goal of your organization’s
training and development plan is to produce employees who are able to provide your
company with a competitive edge, whether those employees work in sales, manufacturing,
logistics or management.

Company Needs: The modern fast-paced business environment requires that each business
operation be completed in the most efficient and cost effective manner. Training and
employee development allows a company to meet those challenges. Training managers
should conduct an analysis of training effectiveness on a recurring basis. Valuable company
resources are wasted if you are providing training that has little or no direct relationship to the
operational needs of your company. Examine the exact training needs of the company and
conduct an analysis of individual training needs, the instructional content of each training
program and the return on investment of your company’s training program.

Human Resources: The goal of your organization’s human resources department is to ensure
that all of your employees receive the knowledge and experience needed to succeed in your
organization. Training programs offered by HR may include technical hands-on workshops,
training tailored for leaders and supervisors and programs specifically designed to meet the
needs of any department or division in the organization. Human resources may also provide
classes and programs that support the career development of every employee. Professional
development provides a means for your present employees to grow and become leaders
prepared to help the company meet its strategic goals far into the future.

TD/U1 Topic 7 Requisites of

Effective Training
Training programs play a crucial role in enhancing employee’s capabilities, upgrading his
existing knowledge and help him acquire new skills and learnings. Effective training
programs help employees to cope up with changes, think out of the box, survive the cut throat
competition with a smile and contribute effectively to the success of organization.

Training programs need to be designed, keeping in mind the needs and requirements of
employees. Training modules ought to be precise, crisp and informative.
 Designing and Developing Effective Training Modules

 Know Your Employees: Know your employees well before you begin designing training programs for
them. Sit with them and try to find out where all they need assistance. Let them come up with their
problems and what all additional skills would help them perform better. It is essential for managers
to know the strengths and weaknesses of all his team members. Design your training program
accordingly. Knowing employees well will help you figure out the skills you need to teach them.
Training programs need to be specific if you expect your employees to benefit from the same.
 Dividing Employees into Groups: One cannot design similar training programs for each and every
employee. Divide employees into groups where employees who need to learn the same set of skills
can be put into one group. You can also group employees as per their age, work experience,
departments, functional areas and so on.
 Preparing the Information: The next step is to prepare the content of the training program. The
content needs to be informative but interesting. Include diagrams, graphs, flow charts, pictures to
make your training program interesting so that individuals do not lose interest in the middle of the
session. The information needs to be relevant and authentic. Teach them what all is necessary and
would help them in their current as well as future assignments. Prepare your training program
keeping your audience in mind.
 Presenting the Information: You need to design your presentation well. Decide how would you like
to present your information? PowerPoint or word helps you design your training program. It is
absolutely up to the trainer to decide the software which he/she would like to use. Make sure there
are no spelling errors. Read your presentation twice or thrice and find out whether it has covered
entire information you wish to convey or not? Highlight important information. Make your
presentation in bullets.
 Delivering Training Programs: Select your trainers carefully. Remember, the right trainer makes all
the difference. Training programs should not be a mere one way communication. As a trainer, you
need to understand that you are speaking not only for the individuals sitting in the front row but also
for employees sitting at the back. Be loud and clear. Do not speak too fast. The trainer needs to
involve his/her audience and encourage employees to come up with questions and doubts.
Employees should not attend training programs to mark their attendance. Try to gain as much as you
can. Do not sit with a closed mind.

TD/U1 Topic 8 Role of External

agencies in Training
and Development
Training would be internal and external. Internal training would be easy, economical. But one
cannot be an expert in all. You need to call external agencies sometimes so as to offer new
stuff, new thinking, and new experiences. At the same time, you need to very clearly redefine
your objectives in a precise and crisp manner when you invite an outside agency. Then only
you get value for your rupee back.
 External agency has much advantage in assessing the persistent issues with in a company,
while internal department will have unwanted influences, biases, and one-sided opinions to
the issues.

Role of External agencies in Training and Development

 Building Capabilities: One way to view training and development is through the development of
human talents in countries shifting from state-owned to privatized economies. This shift demands
that individuals can assert their own free will, such as by owning a business. Public sector training
enables employees to oversee development of private businesses in these countries. Government
workers become partners with private business owners, offering limited regulation so that a free
market economy can develop.
 Succession: Training and development also prepares people to take over public sector jobs when
people leave on their own or through retirement. Each public agency has to prepare leaders to
assume control when leadership is lacking. If an agency recruits often for leadership positions
outside the organization, the organizational culture will change under new leadership.
 Innovation: Training and development activities also help a public organization to develop
innovative solutions to internal dilemmas. In other words, employees and managers in an agency
need some degree of flexibility in planning how to manage work tasks. Working in teams, these
employees can determine unique solutions to problems without having to follow the same model as
another government agency.
 Knowledge Base: Training and development routines standardized throughout the organization
become part of its knowledge base. Every time a new employee joins an agency, he will need a
training and development plan, which includes what standardized and specialized courses he must
take to become fully prepared for his position. A hiring manager or HR specialist will document
changes in a training and development plan that helps an individual adapt better to a job.