Bba 202 SM09

Training and Development
Unit 3
Content- Unit 3
• Training and Development – Need, Process, Methods and Techniques, Evaluation, Management
Development; Evaluating Employee Performance
• Career Development and Counseling. Executive Development, Impact of Training on Development of
Employees and Executives
• Case study
Opening Case
Mala was a careful, hard-working employee in a private company. She has been serving as a book keeper for more than seven years before problems
developed with her performance. Many employees begin as clerks and progressively move up to lead book keeper. As such, Mala was responsible for a
large, active petty cash fund and was working with dedication and utmost responsibility. During a spot check by the internal audit of the company, her
immediate supervisor noticed pencil erasures on expense reports and assumed that employees had been directed by memo to record their expenses in
ink. Mala’s immediate supervisor called Mala and confronted her. When the supervisor called Mala, other employees became aware of the fact that some
unpleasant incident has taken place. The situation in the department became very hostile as Mala walked to the office of the supervisor. Mala confessed
to temporarily borrowing some money from the petty cash fund. She explained that her child had been in and out of the hospital for a few months, and
she had exhausted the family resources. Mala admitted that she used the petty cash money to pay the bills of the last medical test of her child. Mala
further said that she has never done anything of this sort before and that this was the first time she borrowed money intending on returning the money
immediately.
Mala apologized and pleaded with her immediate supervisor stating that this incident is one of the most extraordinary situations she has experienced in
all her life. The immediate supervisor told Mala that he would consult the company’s HR manager and let her know of the decision.
When the immediate supervisor consulted the company HR manager, he said that while he did not want to sidestep his responsibility and planned on
making a final decision, he wanted to consult the HR manager first for his opinion on this matter. Speaking as a certified HR practitioner, the manager
said that he has a clear course of action for this kind of incident. He said any employee who steals should be terminated. The immediate supervisor felt
very uncomfortable applying the manager’s principle to Mala’s case and was uncertain of what decision to take.
Answer the following
• -What are the possible HRM issues in the above case?

• -Do you think that there are training needs in this organization? If
so, what are those needs?
• -Who should be trained and in what?
Training
• Training is the act of increasing the knowledge and skills of an

employee for performing a particular job. The major outcome of
training is learning. A trainee learns new habits, refined skills and
useful knowledge during the training that helps him improve
performance. Training enables an employee to do his present job
more efficiently and prepare himself for a higher level job.
• Training may be viewed as related to immediate changes

in organizational effectiveness via organized instruction, while
development is related to the progress of longer-term
organizational and employee goals.
• According to Edwin Flippo, ‘training is the act of increasing
the skills of an employee for doing a particular job’.
• Training - a planned effort by a company to facilitate employees’

learning of job-related competencies.
• Competencies include knowledge, skills or behavior, abilities

(KSA) critical for successful job performance.
6
Training?
Training helps to
Existing Required
bridge the gap
• Knowledge • Knowledge
• Skills • Skills
• Attitudes • Attitudes
Training is expensive………....
Without training it is more expensive
Training is given on four basic grounds:
New
Refresh and Implementation
candidates who Promotion and
enhance their of updates and
join an career growth
knowledge. amendments
organization
Need of Training
Improving Updating Avoiding Preparing Retaining Creating an Improves

Employee Employee Managerial for and Efficient morale of
Performance Skills Obsolescence Promotion Motivating and employees
and Employee Effective
Managerial Organization
Succession
Design
Training Develop Measure
and Select Implement Evaluate
Needs Training Training
Training Training Training
Analysis Objectives Results
Methods
1. Identify the need for training and development
If you are conducting a training program in a company, you can assess the scope of growth for employees and the overall
organisation. This can be to start a new department, strengthen the existing teams, launch new products or upgrade existing
products. Identifying the need for a training program and choosing one that fits your requirements is essential to make
employees understand and adapt to new techniques and production flows.
2. Set specific goals and objectives
Once you identify organisational needs, the next step is to set a specific goal or objective for the training and development.
Whether it is spreading awareness about new product launching or learning the installation process of new software, establish
a clear plan that meets the needs of your training program.
3. Decide on training methods and develop a detailed plan
A thorough training plan consists of learning methods, content matter, learning flow and other essential aspects. few methods
of training that you can choose from:
•Classroom training
•Computerised training
•Simulation-based training
•On-the-job or hands-on training
•Role-playing
•Case study
4. Implement the training program
After deciding on a training plan and method, the organisation can execute the training process through
comprehensive, step-by-step instruction and coaching. For this, the company can schedule training activities and
use the required resources. Based on the size of the group and the type of training, the company may decide on a
suitable location for the training to help make it more successful.
5. Evaluate the output
It is essential for organisations to assess the impact of the program, its effectiveness and the degree of its
success. You can ask the employees for feedback to know whether the program was helpful and to review if they
have any suggestions for improvement. You can also conduct quizzes, practical exercises and tests to assess the
success of the training.
6. Monitor performances
The last phase before completing training and development is to monitor employee performance. Based on the
training assessment results, management can find out if the training was adequate for the present or if they may
require advanced sessions. The management can also plan future training and development programmes and
their scope accordingly.

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Training and Development

Development; Evaluating Employee Performance

• Career Development and Counseling. Executive Development, Impact of Training on Development of

Employees and Executives

• -What are the possible HRM issues in the above case?

• Training is the act of increasing the knowledge and skills of an

• Training may be viewed as related to immediate changes

• Training - a planned effort by a company to facilitate employees’

• Competencies include knowledge, skills or behavior, abilities

Improving Updating Avoiding Preparing Retaining Creating an Improves

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