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S-12 & 13 Training & Development

This is a Human Resource Management presentation which will tell all about the process that starts just after one enter any company. This will help everybody to better understand the process which will change your perception towards the journey you might have had or you may have when you join any company.

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shashank
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65 views6 pages

S-12 & 13 Training & Development

This is a Human Resource Management presentation which will tell all about the process that starts just after one enter any company. This will help everybody to better understand the process which will change your perception towards the journey you might have had or you may have when you join any company.

Uploaded by

shashank
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Training & Development

Human Resource Management


Session-12 & 13

TRAINING
A planned program
designed to improve
performance and bring
about measurable changes
in knowledge, skills, and
social behavior of employee

1
Training vs. Development

Meant for Operatives

Focus Current job Current & future jobs

Scope Individual employees Work group or organization

Initiated by Management The individual

Content Specific job related General knowledge

Time- Immediate Long term


frame

Stages of Instructional Design


.

Assess needs for training

Ensure readiness for training

Plan training program


Objectives
Trainers Feedback
Methods

Implement training program

Evaluate results of training

2
PHASE-4:
Systems model of Training EVALUATE
. • Reactions
• Learning
PHASE-3: • Behavior
IMPLEMENT • Results
• On-the-job
PHASE-2: methods
• Off-the-job
DESIGN methods
• Instructional • Management
objectives Development
• Trainee
readiness
• Learning principles
PHASE-1:

ASSESS NEEDS
Readiness for Training
• Organization  Willingness (motivation)
analysis  Ability (Basic skills)
• Task analysis
• Person analysis

Training Needs Assessment


What is the context?

Organizational
analysis
Reasons for Outcomes
assessment
Person Task
analysis analysis

Who needs In what do they


training? need training?

3
Designing the Training Program
Instructional Objectives describe the skills or
knowledge to be acquired and/or the attitude to be
changed.
Trainee Readiness:
o Trainee maturity and experience
o Trainee motivation
Principles of Learning:
☼ Goal setting ☼ Meaningful presentation ☼ Modeling
☼ Individual differences ☼ Active practice & Repetition
☼ Whole vs. part learning
☼ Massed vs. distributed learning
☼ Feedback & Reinforcement

Training Methods
• On-the-job training (OJT): Hands-on experience provided at
workplace with instructions from supervisor or other trainer
• Apprenticeship: An extension of OJT – trained through
instruction & experience in both practical & theoretical aspects of
the work
• Cooperative training: Combines practical on-the-job experience
with formal educational classes in high school and college
programs.
• Internships: Jointly sponsored by colleges, universities the
programs offer students the chance to get real-world experience
while finding out how they will perform in work organizations.
Organizations benefit by getting student employees with new
ideas, energy, and eagerness to accomplish their assignments

4
Training Methods
• Classroom Instruction: Blended with audio-visual interface
• Programmed Instruction: Self-directed & self paced learning
combined with immediate feedback and reinforcement

• Audiovisual methods: Audio CDs, DVDs teleconferencing etc.


• Simulation Method: Realism in equipment and its operation at
minimum cost and maximum safety

• E-Learning: Wide variety of applications like web and computer-


based training and social networks. Delivery of content via internet,
intranets, and extranets, mobile devices

• Learning Management Systems: Custom-built software


combining e-learning, assessment tools & other training functions

Off-the-job Training Methods


• Lecture method
• Vestibule training
• Role playing & behavior modeling
• Case study
• Simulation
• Virtual Reality
• Programmed instruction
• Sensitivity training

5
Management Development - Methods
• Decision making skills
• In-basket exercises • Case study • Business Game
• Interpersonal skills
• Role Play • Sensitivity Training
• Job Knowledge
• Coaching / Understudy • Mentoring
• Organizational knowledge
• Job rotation • Multiple management
• General knowledge
• Specific individual needs Special Projects

Evaluating Training
Effectiveness

• Reaction
• Learning
• Behavior
• Results

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