INDUCTION, TRAINING AND

DEVELOPMENT

DR. MEHTAB BEGUM SIDDIQUI

INTRODUCTION

• We’ve all heard the saying, “employees are a company’s greatest

asset.” If that’s the case, it only makes sense to take care of your
greatest asset, right?
• Table of Contents
• What is training and development in HRM?
• Purpose of training and development in HRM
• What is the role of HR in training and development?
• What are the 5 processes in training and development?
CONTINUED………….

• preserving your assets is good, but being able to grow them is better. The same
goes for employees in your company.

• As you’ll soon find out, investing in your employees will lead to growth in many
other areas as well. This includes cash flow, productivity, and product quality.

• Employee training might just be the key to your company’s sustained success
Training and development in Human Resource
Management (HRM) refers to a system of
educating employees within a company. It
includes various tools, instructions, and
activities designed to improve employee
performance. It’s an opportunity for employees
to increase their knowledge and upgrade their
skills.
GLANCE AT HISTORY
• World War II period in the United States
• U.S. labor movement ( This movement largely contributed to the rise of
employee training and development)
• Early 1900s, corporation schools
• Personal computers to train employees
RECENT FACTS
• An organization that invests in its employees will most likely reap
the rewards of improved financial performance. One significant
statistic from the Association for Talent Development (ATD)
proves this.
• Their research shows that the companies with higher employee
training expenditures reported 218% more income per employee.
They also experienced 24% higher profit margins.
 PURPOSES OF TRAINING AND DEVELOPMENT
IN HRM:

• 1. Increase company productivity

• 2. Improve product or service quality
• 3. Lessen employee turnover
• 4. Decrease costs and errors
 ROLE OF HR IN TRAINING AND
DEVELOPMENT
• Employee guidance and mentorship
• Monitoring employee performance
• Gathering feedback and interpreting data collected
• Providing enhancement activities and educational platforms
• Supplying sufficient on-the-job training
• Boosting employee morale and motivation
• Ensuring employees’ overall well-being
PROCESSES IN TRAINING AND DEVELOPMENT

• Assessment of training needs and resources

• Motivation of trainers and trainees
• Design of training programs and materials
• Delivery of training
• Process and outcome evaluation
 MEANING AND DEFINITION OF TRAINING
• Training is the important subsystem of human resource
development. Training is a specialized function and is one of the
fundamental operative function and is one of the fundamental
operative functions for known resource management.
• Training is a short-term process utilizing a systematic and organized
procedure by which non-managerial personnel acquire technical
knowledge and skills for a definite purpose . It refers to instruction
in is technical and mechanical operations, like operation of some
machines. It is designed primarily for non- managers, It is for a
short duration and it is for a specific job- related purpose.
Dale S Beach, "Training is the organized procedure by which people learn knowledge and for
skill for a definite purpose.“
Planting, Cord and Efferson, "Training is the continuous, systematic development process
among all levels of employees of that knowledge and their skills and attitude which contribute to
their welfare and that of the company.“ Performance on a currently held job or one related to it.
Chowdhary D.P. “Training is a process which enables the trainees to achieve the goals and
objectives of their organizations.”
Schermerhorn , Hunt and Obsorn, "Training is a set of activities that provides the opportunity
to acquire and improve job-related skills."
Robert N. Lussier, "Training is the process of acquiring the skills necessary to do the job."
In other words, training improves changes, molds the employees knowledge, skill, behavior
aptitude, and attitude towards the requirements of the job and organization. Training refers to the
teaching and learning activities carried on for the primary purpose of helping members of an
organization, to acquire and apply the knowledge, skills, abilities and attitudes needed for a
particular job and organization.
Thus, training bridges the differences between job requirements and
employees, present specifications.
FEATURES OF TRAINING
• Training objectives are tied to organization’s business objectives and industry
skill standards.
• Training objectives are derived from and continuously aligned with the
organizations overall performance objectives and specific job requirements.
• Training success is tied to the attainment of performance- based measurable
learning objectives that are linked to industry skill standards.
• Programs are developed with input from management supervisors, and
employees or their representatives.
• Training curricula, structure, and delivery methods reflect the workplace and
its requirements.
 Start with training needs assessment.
 Identify and communicate purpose, objectives, and outcome.
 Relevant content.
 Active demonstration.
 Opportunities for practice.
 Regular feedback during training.
 Post-training environment
 Difference between training & Development & OD
 Points of Difference
 Objective & Purpose
 Duration
 For Whom
 Skills Taught
Nature:
It refers to the imparting of specific skills, abilities and knowledge to an
employee.
Training and Development need= Standard Performance-Actual
Performance
Training & Development differentiated
Inputs in T & D:
 Skills  Education
 Development  Ethics
 Attitudinal changes  Decision making & Problem solving
skills.  Creativity
 Literacy Diversity & Teams
Assessment methods:
 Organizational requirements.
 Department requirements
 Job & employee specifications.
 Identifying specific problems.
 Anticipating future problems.
 Management’s requests.
 Observation
 Interviews
 Group Conferences
 Questionnaire surveys.
 Test or examinations
 Check lists
Performance appraisal
Classification of Training objectives:
Innovative
 Anticipating problems before they occur.
 Team building sessions with the department
Problem Solving
 Training clerks to reduce complaints
 Training supervisors in communications to reduce grievances.
Regular
 Orientation
 Recurring training of interviewers.
 Refresher courses on Training procedures
Developing Training policy and plan:
 After assessing training needs for the organization, training and
development objectives are to be established.
These objectives are essential for designing training programs.
Objective can help in measuring the training programs
effectiveness. Such objective should be tangible and measurable.
It is easy to evaluate skills in terms of results, etc. But not in case
of behavioral objectives. However, some Behaviour standards can
be planned and then evaluated.
Designing Training programs:
Design of training program should focus on
. Instructional objectives
. Principles of learning and teaching
. Principles of training
. Characteristics of instructor
. Content of the program
The training Programme will consist of the following
steps:
 Responsibility for Training
 Selection and motivation of the trainees.
 Preparation of trainer.
 Training material.
 Training period.
 Performance tryout.
 Follow up
1) Increase in Efficiency/productivity:
2) Heightened Morale:
3) Better Industrial Relations:
4) Reduced Supervision and Direction:
5) Increasing Organizational Stability and Flexibility:
6) Technical Advances:
7) Organizational Complexity:
8) Standardization:
9) Future manpower needs
10) Reduced Accidents at Workplace:
11) Reduced Learning Time:
12) Confidence:
13) New skills:
14) Promotion:
15) Better Management:
16) Standardization of procedures:
THERE ARE DIFFERENT PROVEN METHODS FOR TRAINING
EVALUATION THAT CAN BE USED TO MEASURE TRAINING
EFFECTIVENESS. THESE ARE MENTIONED AS BELOW:

KIRKPATRICK’S FOUR-LEVEL TRAINING EVALUATION

MODEL.
THE PHILLIPS ROI MODEL.
ANDERSON’S MODEL OF LEARNING EVALUATION.
KAUFMAN’S FIVE LEVELS OF EVALUATION.
THE CIRO MODEL.

METHODS OF TRAINING EVALUATION:

KIRKPATRICK AND PECUNIARY UTILITY MODELS OF TRAINING
EFFECTIVENESS
Level 1: What is Participants reaction

Level 2: Did participants improve knowledge &

skills

Level 3: What extent participants change their

Behaviour

Level 4: What is organizational Benefit

As discussed earlier, Phillips’ expanded approach of
the Kirkpatrick Model to build the Phillips ROI
Model. The ROI model of training evaluation that
Jack Phillips proposed includes 5 steps:
 Reaction
 Learning
 Application and Implementation
 Impact
 Return on Investment
How does the Anderson model of learning evaluation work?
Anderson’s Value of Learning model helps to align an organization’s training
programs with its strategic priorities. It does this by focusing on the evaluation
of learning strategy, rather than the outcome of individual programs.
Anderson’s model is a three-stage cycle that helps an organization determine the
best training strategy for their needs.
The three stages are:

Stage 1: Determine the current alignment of training against strategic priorities

for the organization.

Stage 2: Use a range of methods to assess and evaluate the contribution of

learning.

Stage 3: Establish the most relevant approaches for your organization

WHAT MODEL’S MADE FOR YOU?

IN-HOUSE VS. OUTSOURCED EMPLOYEE

TRAINING STRATEGY:
In the broadest sense, an employee training strategy can be
divided into two distinct types: In-house training and
outsourced training. There are variations and subtleties within
this theme.

For example, the term ‘in-house’ training can be slightly

misleading because in-house training can take place in an
external location. Similarly, content can be created in-house or
not.

But for the purposes of this guide, we’re focusing on the two
main models: in-house and outsourced training. Each one comes
with its own list of benefits and challenges.
 IN-HOUSE EMPLOYEE TRAINING STRATEGY
As its name implies, in-house training is a form of corporate learning and
development that’s managed and delivered by employees within a
company, using company resources. It covers anything from onboarding
and mandatory, company-wide training to professional development
programs, on-the-job coaching, and skills-based tuition.

Companies that deliver their own in-house training usually (not always!)
have a formal team in situ to oversee and take ownership. Using their
skills, subject matter experts within the organization, and the relevant tools
and technologies, they create their own courses and resources to keep
training on track.
 THE ADVANTAGES OF IN-HOUSE TRAINING
• Timing:
• Agility:
• Understanding:
• Motivation:
• Customization:
• Confidentiality:
• Control:
• Branding:
• Commitment:
• Cost:
 THE DISADVANTAGES OF IN-HOUSE
TRAINING
Simple practicalities may mean in-house training isn’t right for every business. Depending
on the size of your organization (too small or too large), there may not be the budget or
resources to make it work.

There are other disadvantages too. Perception is one. Some employees may view internal
training as less credible, which can lead to lower completion or attendance rates. There’s
also a risk of training becoming stale or outdated if resources aren’t reviewed and
refreshed. This can result in low engagement levels, and a potential deskilling of your
workforce.

Confining learning to the knowledge base of just one company can be limiting too.
Without the fresh ideas or networking opportunities that external training can bring,
innovation, creativity, and confidence can take a hit. And, with it, your business’s ability to
stay competitive.
 OUTSOURCED EMPLOYEE TRAINING STRATEGY
Also known as managed learning, an outsourced employee
training strategy is where companies use an external partner to
design and run internal L&D programs, processes, and activities.
In most cases, the arrangement is long-term, with the third party
assuming complete and ongoing control over all training.

That said, some companies outsource training on an ad-hoc basis

to address specific peaks in demand. Examples of this might
include periods of significant organizational change, a major new
product launch, or high-volume recruitment.
 THE ADVANTAGES OF OUTSOURCED TRAINING
Expertise:
Scalability:
Immersive technologies:
Speed:
Reach:
Industry insights:
Recruitment and retention:
Cost:
 THE DISADVANTAGES OF OUTSOURCED TRAINING
Time can be a major stumbling block when it comes to using an outsourced employee
training strategy. An external provider won’t be familiar with your projects, goals,
services, and business model. To get up to speed, the onboarding process requires an
investment on both sides to share and absorb relevant information.

And even when that’s done, a potential disconnect can still exist.

Time zones, conflicting priorities, internal processes, and different levels of awareness
all mean that collaboration with outsourced trainers is often less seamless than with
internal teams. This can lead to a mismatch between what’s requested and what’s
delivered. And more time wasted.

Finally, there’s remit. External providers may not be able to provide the range of
training programs required or specific courses relevant to your business.
 A BLENDED APPROACH: THE BEST OF BOTH WORLDS
Depending on the answers to your questions, one model may stand out as a
strong match. But there’s a good chance your ideal program will emerge as a
mix of both in-house and outsourced employee training strategy.

This blended approach may be less easy to organize. But it’s likely to be more
effective and affordable in the long run. Either way, once you’ve decided, the
process doesn’t stop there.

To keep pace with your business model, you need to keep asking questions.
And keep track of technology. A full-featured eLearning training platform
with rich integrations can give in-house learning the edge. And as immersive
technologies become more mainstream, training tech could well be your
deciding factor.