Training & development

Lecture outline
Importance of Training
Trends in Learning & development
Who Will Do the Training
Training needs Analysis
Process of Training
Methods of training
Models of training
How Employees Learn Best
Developing a Job Training Program- factors to be
considered
Retraining
Overcoming Obstacles to Learning
Evaluation of training
Skill gaps can hold organizations back,
so we are seeing a growing recognition
in business leaders that better
understanding of skills and capabilities
and changes in the future is an
essential part of any business strategy
 Questions
 What influences learning and skill acquisition?
 What training strategy will be employed?
 What are we doing to ensure that we
adequately engage, motivate and challenge
the trainees?
 What are we going to do before and after this
training to ensure trainees can and will use
what they have learned?
 Training and Development (T&D) Terms
 Training - Designed to provide learners with the knowledge and skills
needed for their present jobs – formal and informal
 Development - Involves learning that goes beyond today's job –
more long-term focus
 Learning Organization – firms that recognize critical importance of
continuous performance-related training and development and take
appropriate action
 Forgetting Curve- how we retain or get rid of information that we
take in.
 Learning Curve- the rate of a person's progress in gaining
experience or new skills.
 Hermann Ebbinghaus- who pioneered the experimental study
of Memory , and is known for his discovery of the forgetting
Curve and the Spacing effect . 
 The Forgetting Curve explains, how within one hour, people will have
forgotten an average of 50 percent of the information presented.
Within 24 hours, they would have forgotten an average of 70 percent
of new information, and within a month, 90 percent of it.
 Key trends in L&D
We learn by example and by direct experience because there are real limits to the
adequacy of verbal instruction
It’s the Darwin’s theory. When you stop learning , you stop developing & you stop
growing.
 Growing realization that L&D delivery is only effective when lessons stick.
 Second it is delivered in a form that can people hooked
 Efficient utilization technology resources.
 Accurate insights – oscillation between seeing from inside & seeing from outside.
 Insights about their leadership & its style of functioning.
 The space of L&D can be viewed through the 3 Ps- products , programs and
platforms
 Curate, gamify content for your people
 Enable a digital mindset – SMAC – “We wanted our employees to look at new
possibilities beyond the existing. We had to push them to be innovative, to be
experimentative,” says Sarangi, Head - Capability Development of Larsen &
Toubro. 
 Byte size and Anytime Anywhere Learning (Make my trip )
 Skill Analytics - The World Economic Forum predicts that by 2022, no less than
54% of all employees will require significant re-skilling and upskilling.
 Recent trends in T & D
Development in Neuroscience
Era of the individual – employee value proposition to Individual value
Digital transformation- , The women in Telangana will be able to easily network and
innovate alongside other women in the STEM fields. The initiative will also train
them on artificial intelligence (AI), Cloud and other transformational technologies,
enabling them to actively participate in the country’s technology ecosystem.
With this partnership, Microsoft and the Telangana government have
ensured that women also get an opportunity to contribute significantly to
the digital transformation and skilling revolution of India.

Big data- exploring & understanding data – important critical skills

Investment in Learning & development
Leadership & the role of learning & development
Talent ecosystem
 Relationship between Training and performance support

 A survey published in July 2018 by Capgemini revealed that enterprises with

advanced upskilling programmes and high automation maturity will likely save
$270m more than those having subscale upskilling and similar automation
maturity.
 Applying neuroscience to your L&D strategy:

Neuroscience strategies that are well researched and affect how well
we learn include; exercising to increase learning efficiency, sleeping
to consolidate learning, and playing learning games to trigger
chemical rewards in the brain.

Findings from neuroscience show that learning can rarely be a one-off

event. Learning must be a blended journey and it is key to make
connections between different elements of the learning.

To create neuro-friendly learning programme, L&D professionals

should consider how they:

Help people remember how their learning fits together

Harness the power of a visual learning journey

Add richness and a story to the way blended learning is put together.
Issues In Designing Learning & dev programs
biology of learning
how the brain works and processes information
learning implications of the different brain areas
how to identify and improve the drivers that optimize brain
performance
how to determine people’s unique neuro-design and learning potential
how to prepare the brain for learning
how to switch on the brain for learning
how to improve brain fitness
how to maintain brain health
advanced visual skills for 21st century workers
advanced memory skills for 21st century workers
how a person’s neuro-design impacts health and safety in the
workplace
how a person’s neuro-design impacts their sense of purpose and
engagement.
 L & D at Deloitte
More than 700,000 learning hours are delivered annually,
through nearly 5,000 training programs
Self-study labs and multi-media resource centers
help professionals strengthen their skills in reading, writing,
speaking and listening dimensions of professional interaction
and communication skills required for success.
Education Programs
Deloitte believe professional excellence requires focus,
diverse experiences, and the ability to adapt
 The learning process and infrastructure extend significant
learning opportunities for their practitioners across the globe.
the new hires will undergo detailed function-specific programs
that add significant knowledge in areas such as health care,
financial research and analysis, enterprise application
training, and more.
https://www2.deloitte.com/ui/en/pages/careers/articles/inclusi
on-leadership-development.html
 Deloitte leadership academy
Deloitte’s approach to program design rests on three
simple, yet powerful principles
focus on the development of combinations of strengths
rather than addressing weaknesses
 Leadership development is best achieved through
experience based, on-the-job learning.
 Emerging and experienced leaders need to be
mentored, trained and given stretch opportunities in
order to develop. via social learning, on-demand
learning and career learning
DLA is an innovative digital executive training program
For more than 50,000 executives at more than 150
companies worldwide.
 Deloitte L & D
Leader boards : rank users based usage of
Deloitte’s 12 development areas. Users compete
to become the expert for a topic
Predictable badges: Can be earned when a user
completes a specific set of controllable actions
(such as completing all courses within a
competency or completing their monthly
learning plan)
 Random variable rewards (rewarding users with
badges for completing a largely unknown set of
activities). This will provide users with badges
without them expecting to receive them.
 IndiGo’s training academy awarded for best L&D
practices
With the help of more than 100 instructors, Ifly conducts specific
training sessions throughout the year, for its over 25000 strong
workforce.
 These workshops train the employees on customer
services, ramp and marshalling, communication,
leadership, departure control system, safety and
emergency procedures, as well as e-Learning. Ifly offers a
99-day long cabin crew training course, which is the
longest in the world.
The awards were bagged by Ifly for the best learning and
development team, for the best customer service training
programme and also for its remarkable simulations-based learning
programme.
It ranked number one in terms of its risk/safety/policy compliance
training programme, for its efforts to develop leaders through its
comprehensive leadership development programme, and for its
genuine attempts at delivering quality management/ improvement
training programmes.
 ADOBE: Online Leadership Training Drives
Global Productivity

At Adobe, when we talk about leadership, it’s leadership at all

levels from our newest college grads to our senior leadership:

1) Lead with Emotional Intelligence

2) Identify and hire top talent
3) Scale the business and drive growth
4) Innovate and drive change
5) Role model the Adobe Check-in approach by delivering
meaningful, timely feedback
Adobe’s Global Talent Development team designed Adobe’s
innovative Leading@Adobe curriculum to accomplish these
goals across Adobe’s vast organization of +14,000
employees, in 40 countries and 70 locations.
 FACEBOOK: Culture Is The Key for a
Rapidly Expanding Workforce
 L &D objectives are to promote respect and foster a culture of continual
learning,” says Mike Welsh, L & D Partner and People Engineer at Facebook.
It was designed to appeal to its talented millennial workers who are hungry for
autonomy, feedback, learning, and advancement.
 They want personalized experiences so the company offers many avenues for
individual learning through on-demand classes and career flexibility.
most of the learning happens organically within functional departments and is peer-
to-peer and employee-driven.
What Facebook’s L&D team is most known for are its innovative Manager, Leadership
and Positive Culture development programs. For example, Facebook’s Engage
Coaching Program provides new managers with one-on-one sessions with an
executive coach to help them develop effective people management skills.
Facebook’s FLiP (Facebook Leadership in Practice) program also receives
rave reviews. The FLiP program goes deep into leadership best practices,
case studies, team-building and coaching circle exercises where rising
leaders receive feedback and coaching from their peers and Facebook
executive team members.
Finally, Facebook’s nationally recognized Managing Unconscious Bias
program trains employees to acknowledge bias in the workplace and build
productive working relationships with co-workers. Facebook successfully
uses L&D to create a culture that puts people first, and fosters employee
engagement, collaborative relationships and continual learning.
Embark - Zee Entertainment Enterprises Ltd.
(ZEEL) has announced an L&D initiative

 For the capability development of its front line managers.

Embark is a cohort-based program, designed by the KPMG Learning
Academy in collaboration with Zee Entertainment Enterprises Ltd.
Embark will focus on building front line managerial capabilities, both
behavioral and functional.
 This program has been undertaken with a strong belief that
front line managers are the link between the broad strategies of
management and their on-ground execution.
Embark in its entirety will upskill 450 front line managers across the
organization and will provide 25,000+ hours of training.

Based on behavioral, technical and digital skills, the program

will be executed in four key phases that will empower, create
and institutionalize the learning journey for a seamless
transition of employees into their new managerial roles.
 Spanning seven months, the participants would go through multiple
interventions inclusive of case studies, skill-drills, role-play, webinars & e-
reads across touch-points to help build their managerial capabilities.
Training & science
Training is especially effective when various jobs in
the organization have been analyzed, the skill sets
of its employees are understood, supervisors
and leaders are all on the same page and trainees
are motivated to learn.
During the training, whether it is computer and
technology based or in a classroom, sufficient
structure and guidance should be offered to
trainees while still giving them opportunities to make
decisions about their learning experience.
After the training, trainees should have ample
time and opportunities to use what they have
learned in the real world with real feedback.
 Training & performance
Trainees who believe that their abilities
actually influence training outcomes are
more likely to persist in learning activities, even
when they encounter challenges.
Trainees who are oriented toward mastery
or learning may perform better when they
can control how they explore and organize
training material
trainees who are oriented toward
performance seem to do better in highly
structured environments that involve
successively more complex tasks.
 How employees learn the best
When they are actively involved in the learning
process-( appropriate teaching method).
Training is relevant , useful and practical.
 material is organized and presented in chunks.
 is in an informal, quiet, and comfortable setting.
When they have a good trainer.
When they receive feedback on performance.
When they are rewarded.
 Difference between Training & development
Training Development

The process of affecting change in The process of growth ,by which an

an individual’s behavior , often organization expands the number
applied to the acquisition of limited or modernizes the nature of its
operating job related skills activities
Specific job related General Knowledge

Technical & mechanical Theoretical ,conceptual ideas

Short term duration Long term

Non- managerial personnel and Managerial personnel

mostly Technical
 Benefits of Training
Organization/Business Employee
 It can work more effectively Upgrades knowledge & skill
& contribute more Become aware of their
Can effectively use machines safety & Health
& tools Enables employees to
Also reduces accidents secure promotions
Show superior performance Facilitates career planning &

Enhances the level of growth

Increases motivation
employee engagement
Proactive /Reactive
Need not be put under close
employees , greater job
supervision satisfaction
Aims & objectives
Empowering the employees
Increasing productivity
Making the processes more efficient and effective
Equip employees to meet challenges of the changing
requirement of job
Updated with new techniques
Improves service delivery
Help to prevent manpower obsolescence
Also build up a second line of managers
will lead to
1. Increased customer satisfaction
2. Improve the overall performance of the organization.
Then why is training often
neglected?
Urgency of need
Training time
Costs
Employee turnover
Short-term worker
Diversity of workforce
Kinds of jobs (simple-
complex)
Not knowing exactly what
you want your people to do
and how
 Core concepts of Training

1. Education

2. Learning & development

3. Planned Experience
Functions of Training
Research

Analysis

Development

Operation

Evaluation
Training at Taj group of hotels
Areas for training are
 sales & marketing
Finance
 hospitality
Service
Front office management
Food & beverages
Projects
HR and leadership programmes
 Examples of Training Investments
Average Japanese companies spends about 6% of budget
on training.
Study of major automobile manufactures found U. S
automakers spend about 40 hours training new
employees compared to 300 hours for Japanese
automakers.
Motorola’s CEO required all divisions to spend at least 2%
of budget on training. Over next 7 years, profits increased
47% and it was estimated that each $1.00 in training
yielded $30.00 in return.
Process of Training
Organizational objectives & strategies Assessment

of Training needs
Establishment of Training goals

Devising training program (design & develop)

Implementation

Evaluation
Traditional Approach
Individuals want to learn something

Learning activity is organized & run

Changes in the levels of knowledge & skills

Application of the acquired knowledge

The PDCA cycle model of
Training
Plan

Do

Check ( to counter training gaps )

 Act
Bramley’s model (improving
effectiveness)
Training as an investment

It produces returns that can be related to business plans

of the organization.
How training enhances the level of effectiveness ?

 Behavior of trainees to achieve desired performance

level
Knowledge ,skills & attitude needed to support theses

behaviors
Change in the aspects of supervision , job design
 The Workplace Skills Strategy

 Human capital is increasingly regarded as

one of the major drivers of productivity,
economic growth and competitive
advantage. Training will build and
 Recognizing the importance of human strengthen relationships with
capital, the training manpower sets out to and among workplace
generate: partners and better engage
employers, unions to
 A skilled, adaptable, motivated and resilient respond to the challenges of
workforce workplace skills
 A flexible, efficient labour market
development.

 A responsive strategy to meet employers

needs for skilled workers
 A learned employee can retain customers and
increase business & market share thro’ proper
behavior and good public relations
Developing a Job-Training Program
A detailed plan for carrying out
employee training for a unit of work.
1st- establish performance standards: they
provide a ready made structure for a training
program.
2nd- define and write a training objective
derived form above.
3rd- Develop standard procedures (list tasks ).
4 th-involving the employees at every step
Factors to be considered for Training
program
Choice of the trainer
Trainees or the learners
Training conditions
Individual differences
Training curriculum
Training material & method & techniques
 Sequencing training events & materials
Timing of the training materials
Venue and physical facilities
Scope of Evaluation
Area of Evaluation Components Dimension
Pre training factors Preparation Context
Learning Motivation
Expectations
Training Curriculum Events
Specific events
Specific sessions
Training Area of satisfaction Context
management Training facilities
Allied facilities
Participant Conceptual Outcome
development development
Change in Behavior
Post –training Cost Context
factors Organizational
support
Helping factors
 Kirkpatrick’s Four-Level Framework of
Evaluation Criteria
Level Criteria Focus
1 Reactions Trainee satisfaction

2 Learning Acquisition of knowledge, skills, attitudes, behavior

3 Behavior Improvement of behavior on the job

4 Results Business results achieved by trainees

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