Welcome

To

Discussion

Of

Training & Development

Issues for Discussion:
►Meaning of Training.
►Importance or Necessity of
Training.
►Objectives of Training.
►Process of Training.
►Meaning of Development.
►Process of Management
Development.
►Approaches of Management
and Organizational
Development.
►Difference between Training
& Development.
Meaning of Training

Training is a learning process that involves the

acquisition of skills, concepts, rules or attitudes
to increase the performance of employees.
According to Jack Halloran, “Training is the
process of transmitting and receiving
information related to problem solving.”
We typically say training can involve the
changing of skills, knowledge, attitudes, on
social behavior. It may mean changing what
employees know, how they work, their
attitudes toward their work, or their implications
with their co-workers or their supervisors.
Importance or Necessity of Training

Increased in production
Maximum use of machinery and raw materials
Develops the employee morale
Increased job rotation
Organizational stability
Better Management
Better performance
Mutual Re-valuation
Objectives of Training

Introduction to new employees

Knowledge on new methods
Knowledge on company policy
Knowledge on customer relationships
Increased production
Behavioral change
Personal growth
Changes of attitudes
Reduction labor turnover
Improved quality of work
Improvement of health care facilities.
Process of Training

Needs
Assessmen
t
Establishin
g
Objectives

Setting
Methods of
Training

Evaluating
Training
Needs Assessment:

Need assessment is a systematic analysis

of the specific training activities the
organization requires to achieve its
objectives. In general, five methods can be
used to gather needs assessment
information: interviews,
surveys/questionnaires, observations,
focus groups, and document examination.
Establishing Training Objectives

After training needs have been determined

objectives must be established for meeting those
needs. Unfortunately, many organizational training
programs have no objectives. Effective training
objectives should state what will result for the
organization, department, or individual when the
training is completed. The outcomes should be
described in writing. Training objectives can be
categorized as follows:
Instructional objectives.
Organizational and departmental objectives.
Individual Performance and growth objectives.
When clearly defined objectives are lacking, it is
impossible to evaluate a program efficiently.
Methods of Training

Several methods can be used to satisfy an organization’s training

needs and accomplish its objectives. Some of the more
commonly used methods include on-the-job training and off-the-
job training.

1. On-the-Job Training:
The most widely used methods of training take place on the job.
On-the-job training places the employees in an actual work
situation and makes them appear to be immediately productive.
It is learning by doing. For jobs that either are difficult to
stimulate or can be learned quickly by watching and doing, on-
the-job training makes sense.
On-the-job training is normally given by a senior employee or a
manager. The employee is known how to perform the job and
allowed to do it under the trainer’s supervision. On-the-job
method training includes the following training methods.
a. Job Rotation:
One form of on-the-job training is job rotation,
sometimes called cross training. In job rotation, an
individual learns several different jobs within a work
unit or department and performs each job for a
specific period of time.
b. Apprenticeship Training:
It provides beginning workers with comprehensive
training in the practical and theoretical aspects of
work required in a highly skilled occupation. A skilled
and experienced employee conducts on-the-job
training during the apprenticeship period. The
purpose of this training is to learn the practical skills
of the job.
2. Off-the-Job Training:

Off-the-job training covers a number of techniques-classroom

lectures, films, demonstrations, case studies and other
simulation exercises, and programmed instruction.
a. Classroom Training:
Classroom training is conducted off -the -job and is probably
the most familiar training method. It is an effective means of
imparting information quickly to large groups with limited or no
knowledge of the subjected being presented. It is useful for
teaching factual material concepts, principles, and theories.
b. Films:
Motion picture can be a useful training technique. Motion
pictures are often used in conjunction with conference
discussions to clarify and amplify those points that the film
emphasized.
c. Simulation Exercise:
Any training activity that explicitly places the trainee in an artificial
environment that closely mirrors actual working conditions can be
considered a simulation. Simulation activities include case
exercises, experimental exercises, complex computer modeling
and vestibule training
Evaluating Training:

Evaluation of training is a process of getting

knowledge about the performance of the
participant in the training programs.
When the results of a training program are
evaluated, a number of benefits accrue.
Evaluation of training can be broken down into
four areas:
Reaction
Learning
Behavior
Results
Reaction:
Reaction means how well did the trainees like the program?
There are two types of reactions. There are-
Positive reaction, and
Negative reaction.

Learning:
Learning is concerned with how well the principles, facts
and skills were understood by the trainees.
Behavior:
Behavior evaluation deals with the nature of
the change in job behavior of the trainee.
Behavior can be classified into two categories
Positive Behavior, and
Negative Behavior.
Result:
Result evaluation attempts to measure
changes in variables as reduced turnover,
reduced cost, improved efficiency, reduction
in grievances, and increase in quantity and
quality of production.
Management Development
Management development is concerned
with developing the experience,
attitudes, and skills necessary to become
or remain an effective manager. To be
successful, it must have the full support
of the organization top executives.
Management Development Process
Management development should be designed,
conducted, and evaluated on the basis of the
objectives of the organization, the needs of the
individual, managers who are to be developed and
anticipated changes in the organization’s
management team. The Management development
process can be shown by the following figure:
Determining the Net Management
Requirements:

Organizational Objectives
An organization’s objectives play a significant role in
determining the organization’s requirements for
managers. For instance, if an organization is undergoing a
rapid expansion program, new managers will be needed
at all levels. If, on the other hand, the organization is
experiencing limited growth, few new managers may be
needed, but the skills of the present management team
may need to be upgraded.

Management Inventory and Succession Plan:

A management inventory, which is a specialized type of
skills inventory, provides certain type of information about
an organization’s current management team.
Management inventories often include information such as
present position, length of service, retirement sate,
education, and past performance evaluations.
Changes in the Management Team:

Certain changes in the management team can be

estimated fairly, accurately and easily, while other
changes are not so easily determined. Changes such
as retirements can be predicted from information in the
management inventory; changes such as transfers and
promotions can be estimated from such factors as the
planned retirements of individuals in specific jobs and
the objectives of the organization.
Needs Assessment:

Every organization has physical, financial and human

resource needs, Needs relate to what the organization
must have to achieve its objectives. A fundamental need
of any organization is the need for an effective
management team. Thus, needs assessment is a
systematic analysis of the specific management
development activities the organization requires to
achieve its objectives. The management development
needs of every organization results from the overall needs
of the organization and the development needs of
individual mangers.

Basically, four methods exist to determine management

development needs: a training needs survey, competency
studies, task analysis and performance analysis.
A training needs survey focuses on the knowledge and the skills
required in performing the job.

Competency studies examine the competencies required in

performing the managerial job.

Task analysis is concerned with what tasks are required in

performing the managerial job.

Performance analysis deals with job performance requirements in

performing the managerial job.
Establishing Management Development Objective:

After the management development needs

of the organization have been determined,
objectives for the overall management
development program and for individual
programs must be established to meet
those needs. Both type of objectives should
be expressed in writing and should be
measurable.
Methods used in Management Development:

After the company’s needs have been assessed and its

objectives stated, management development programs can
be implemented. This section examines some of the more
frequently used methods of management development.
Some of the most popular methods of management
development are discussed below:
Understudy Assignments:
Generally, understudy assignments are used to develop an
individual’s capabilities to fill a specific job. The advantage of
understudy assignments is that the manager realizes the
purpose to the training and can learn in a practical and
realistic situation without being directly responsible for
operating results. On the negative side, the understudy
learns the bad as well as the good practices of the
incumbent. In addition, understudy assignments maintained
over a long period can become expensive.
Coaching: Coaching, which is carried out by experienced
managers, emphasizes the responsibility of all managers for
developing employees. Under this method of management
development, experienced managers advise and guide trainees
in solving managerial problems.

Experience: Many organizations used management

development through experience. With this method, individuals
are promoted into management jobs and allowed to learn on their
own from their daily experiences.

Job rotation: Job rotation is designed to give an individual broad

experience through exposure to many different areas of the
organization. In understudy assignments, coaching, and
experience, the trainee generally receives training and
development for one particular job. In job rotation, the trainee
goes from one job to another within the organization, generally
remaining in each from six months to a year.
Special Projects and Committee Assignments:
Special projects require the trainee to learn about a particular
subject. For example, a trainee may be told to develop a training
program on safety. This would require learning about the
organization’s present safety polices and problems and the
safety training procedures used by other companies. The trainee
must also learn to work and relate to other employees. Power, it
is critical that the special assignments provide a developing and
learning experience for the trainee and not just busywork.

Committee assignments, which are similar to special projects,

can be used if the organization has regularly constituted or ad
hoc committees. In this approach, an individual works with the
committee on its regularly assigned duties and responsibilities.
Thus, the person develops skills in working with others and
learns through the activities of the committee.
Classroom Training:
The most familiar method of training is class
room training.. Class room training is used not
only management development programs but
also in the orientating and training activities.
Classroom training includes lectures, Case
Studies etc.
Evaluation of Management Development
Activities:

Four alternatives exist for evaluating management

development activities. Each alternative focuses on the
following questions:
Alternative 1- Are the trainees happy with the course?
Alternative 2- Does the training course teach the concepts?
Alternative 3- Are the concepts used on the job?
Alternative 4- Does the application of the concepts positively
affect the organization?
For each of the four alternatives, an organization must
determine what might be measured to answer the question
posed by the alternative and what sources of dates can help
in its measurement.
Approaches to Management and
Organizational Development

1. Behavior Modeling:
One approach used in management and organizational
development is behavior modeling, or interaction
management. Basically, behavior modeling involves
identifying interaction problems faced by managers, such
as gaining acceptance, coming resistance to change,
motivating employees, or reducing tardiness. The sequence
of learning activities in behavior modeling involves:
A filmed model or actual demonstration of the skills
necessary to solve the problem being studied.
Practice in solving the problem through role playing for
each trainee.
Reinforcement of the correct behaviors in solving the
problem during the practice situation.
Planning by each trainee of how to transfer the skills to the
specific situation.
2. Adventure Learning:

Programs that use many kinds of challenging

outdoor activities to help participants achieve their
goals.
Difference between Training &
Development
Training
Training is a learning process that induces the
acquisition of skills, concepts, rules or attitudes to
enhance employee performance.
Training aims to increase current worker skills and
behavior.
Training is given to the entry level and mid-level
employees in the organization.
Training meets immediate organizational needs.
Training focuses on the current jobs.
Difference between Training &
Development
Development
Management development is concerned with developing the
experience, attitudes, and skills necessary to become or remain an
effective manager.

Development aims to increase knowledge and experience of

managers in order to hold better positions/jobs in the future.

Development is given to the top-level employees in the

organization.

Development meets long-term organizational requirements.

Development focuses on both the current job and the jobs that the
employee will hold in the future.
Thank You

For

Attending

This Session