HR TRAINING AND

DEVELOPMENT

Suraj Wijewickrama
Senior Executive (Tangerine Tours Pvt. Ltd)
Senior Lecturer (Northwhich College)
Visiting Lecturer (Management & Science University)
Examination Moderator (University College of Batangala)
Co-founder at The Best Me Academy
Corporate Trainer and Master Life Coach (IOATH)
ICE BREAKER

PAIR UP AND SHARE ONE SKILL

YOU’VE LEARNED RECENTLY AND
HOW IT HAS IMPACTED YOUR
STUDIES OR PERSONAL LIFE.
U.S. communi­cations infrastructure
“where the future was invented.”
Industry moving from cables to the
cloud.
“YOU CAN GO OUT TO THE
280,000 workers of average 22
STREET AND HIRE FOR THE
years of working SKILLS, BUT WE ALL KNOW
THAT THE SUPPLY OF
“Future Ready.” - providing
TECHNICAL TALENT IS LIMITED,
workers with a host of tools for AND EVERYBODY IS GOING
training and development. AFTER IT. OR YOU CAN DO
YOUR BEST TO STEP UP AND
Even online Computer Science
RESKILL YOUR EXISTING
Masters Degrees WORKFORCE TO FILL THE GAP.”
AT&T invested $1 billion to upskill SCOTT S SMITH
“THE ONLY THING WORSE
THAN TRAINING YOUR
EMPLOYEES AND HAVING
THEM LEAVE IS NOT
TRAINING THEM AND
HAVING THEM STAY.”
HENRY FORD
CONTENTS

Training and Development Definitions

Training Vs. Development
Training Benefits
Methods of Training
Training Process
WHAT IS TRAINING?

Training helps to
bridge the gap
 TRAINING is a learning process that involves
the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes
and behaviours to enhance the performance of
employees.
 Development involves
the overall
growth of an employee
in all aspects like
personality
development,
motivation for growth,
career planning etc.
TRAINING AND DEVELOPMENT
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.
TRAINING VS. DEVELOPMENT
BRAINSTORM

WHAT ARE THE BENEFITS OF

TRAINING FOR THE ORGANIZATION
AND INDIVIDUALS?
 BENEFITS OF TRAINING - FOR THE
ORGANIZATION
Leads to improved profitability and/or more
positive attitudes towards profit orientation.
Improves the job knowledge and skills at all levels
of the organization.
Improves the morale of the work force.
Helps people identify with organisational goals.
Helps create a better corporate image.
Aids in organisational development.
Helps prepare guidelines for work.
Aids in understanding and carrying out organisational
policies.
Provides information for future needs in all areas of the
organisation.
Organization gets more effective decision making and
problem solving.
Aids in developing leadership skills, motivation, loyalty,
better attitudes, and other aspects that successful workers
and managers usually display.
 BENEFITS OF TRAINING - FOR THE
ORGANIZATION
Aids in increasing productivity and/or quality of work.
Helps keep costs down in many areas, e.g., production,
personnel, administration, etc.
Develops a sense of responsibility to the organisation for
being competent and knowledgeable.
Improves labour-management relations and creates an
appropriate climate for growth, communication.
 BENEFITS OF TRAINING - FOR THE
ORGANIZATION
Reduces outside consulting costs by utilising competent
internal consulting.
Stimulates preventive management as opposed to putting
out fires.
Eliminates sub-optimal behaviour.
Helps employees adjust to change.
Aids in handling conflict, thereby helping to prevent stress
and tension.
 BENEFITS OF TRAINING - FOR THE
INDIVIDUAL
Improves Decision-Making and Problem-Solving
Enhances Motivation - Through training, employees
experience greater recognition, achievement, growth,
responsibility, and advancement, boosting internal
motivation.
Promotes Self-Development
Builds Self-Confidence
BENEFITS OF TRAINING - FOR THE INDIVIDUAL
Manages Stress and Conflict: Equips individuals to handle stress,
tension, and conflict.
Enhances Leadership and Communication: Improves leadership
knowledge, communication skills, and attitudes.
Boosts Job Satisfaction: Increases satisfaction and recognition.
Supports Personal Goals and Interaction Skills: Aids in personal
growth and better interactions.
Fulfills Personal Needs: Addresses the trainee’s personal
development needs.
TRAINING METHODS
ON THE JOB
TRAINING
METHODS
Job Rotation
Employees move between different roles or departments to gain a wide
range of skills and knowledge, enhancing their adaptability and
understanding of the organization.

Coaching
An experienced employee or manager provides personalized guidance,
feedback, and support to help the trainee improve specific skills and
performance.

Job Instruction/Training (Step-by-Step)

Trainees learn tasks through a step-by-step process, where each part of
the job is broken down and taught systematically.
Committee Assignment
Employees work in committees or teams on specific projects, gaining
practical experience in teamwork, communication, and decision-making.

Internships
Temporary positions where individuals gain practical, hands-on
experience in a real work environment, often under supervision.

Apprenticeship
A structured training program where trainees learn a trade or craft by
working alongside skilled workers over an extended period.
GROUP ACTIVITY
OF THE JOB CREATIVITY
GAME
Vestibule Training
Training takes place in a simulated work
environment, providing hands-on experience
with actual equipment or processes without
affecting daily operations.
Advantage: Simulates the real work
environment without disrupting actual
operations.
Disadvantage: Can be costly to set up and
maintain a dedicated training environment.
Role Playing
Participants act out scenarios related to their
jobs, practicing how to handle specific
situations such as customer interactions or
conflict resolution.
Advantage: Develops soft skills like
communication and conflict resolution in a
safe setting.
Disadvantage: Some participants may feel
uncomfortable or self-conscious acting out
scenarios.
Lecture Methods
Information is delivered in a lecture format,
allowing trainees to gain theoretical
knowledge on a particular topic.
Advantage: Efficient for delivering
information to a large group at once.
Disadvantage: Limited engagement and
interaction; may be less effective for
practical skills.
Conference or Discussion
Participants discuss topics or case studies in
a group, allowing for the exchange of ideas,
solutions, and shared experiences.
Advantage: Encourages idea exchange and
collaborative learning.
Disadvantage: Discussions can become
unstructured, leading to off-topic
conversations.
Programmed Instructions
Training materials are presented in a logical
sequence, often using self-paced modules,
quizzes, or e-learning platforms.
Advantage: Allows self-paced learning,
catering to individual learning speeds.
Disadvantage: May lack engagement or
support, making it difficult for some learners
to stay motivated.
Case Study
Trainees analyze real-life business scenarios,
developing problem-solving and critical-
thinking skills by exploring solutions.
Advantage: Develops analytical and
problem-solving skills by examining real
situations.
Disadvantage: Requires detailed preparation
and may be time-consuming to analyze.
Demonstrations
Trainers show how a task or process is
performed, allowing trainees to observe
and learn before attempting it
themselves.
Advantage: Clear, visual example of how
a task should be performed, making it
easy to follow.
Disadvantage: Limited to tasks that can
be easily demonstrated; may not suit
complex concepts.
Videos/Films
Visual learning tools provide training through
videos, showing examples, demonstrations,
or expert insights related to job tasks.
Advantage: Visual learning can enhance
understanding and retention of information.
Disadvantage: Lack of interactivity; passive
learning may lead to lower engagement.
PROCESS OF TRAINING

(1) Training needs analysis

(2) Instructional design
(3) Validation
(4) Implementation
(5) Evaluation and follow-up
(1) TRAINING NEEDS ANALYSIS

Organization analysis: identify training needs of the organization

according to its long-term goals-set the training goals.

Job analysis: identify training needs according to job descriptions and

specifications-specify skills/knowledge/behavior to be trained.

People analysis: identify people that need training and their trainability
identify potential trainees.
(2) INSTRUCTIONAL DESIGN

A. Set training goals.

B. Determine what to train.
C. Identify trainees.
D. Choose training materials.
E. Determine training modes and methods.
F. Select trainers.
G. Schedule training.
H. Develop training budget.
(3) VALIDATION

A. Validate the training program before implementation.

Pilot study: conduct the program with a small number

of trainees to test its effect.
Consultation: consult the trainees and their
supervisors on the appropriateness of the program.

B. Make revision of the training programs before

implementation.
(4) IMPLEMENTATION

A. Obtain continuous support from line-management to

the training program.
B. Appoint manager for the training program.
C. Develop managing guidelines for the program.
D. Provide logistic support.
E. Conduct concurrent evaluation of the program.
(5) EVALUATION AND FOLLOW-UP

Concurrent evaluation: evaluate training effects

during training.
Immediate final evaluation: evaluate training effects
at the end of the training.
Follow-up evaluation: evaluate training effect by
evaluating trainee performance over time.
FORMS OF EVALUATION

• Written tests: Check learning results of knowledge.

• Simulation: check learning results of skills.
• Interviews: check training effects by talking to the trainees
and their supervisors.
• Questionnaire: check effectiveness of instruction materials,
trainer and training methods.
• Performance appraisal: check learning transfer and training
effectiveness on job.
EVALUATION RESPONSES

Reactions: Trainee feedback on content usefulness, depth,

presentation, and teaching methods.
Learning: Amount learned, time taken, and application of knowledge.
Job Behaviour: Application of learning to job tasks.
Organisation: Impact on productivity, quality, morale, and sales
turnover.
Ultimate Value: Contribution to company goals (e.g., survival, growth,
profitability) and personal/social goals (e.g., CSR activities).
THANK YOU