Methods of Training and

Development
Faculty: Ms. Kavya Mangal
Apprenticeship Training

• Most craft-workers such as plumbers and carpenters are trained

through formal apprenticeship programmes.
• Apprentices are trainees who spend a prescribed amount of time
working with an experienced guide, coach or trainer.
• Assistant- ships and internships are similar to apprenticeships.
• On- the – job training
ADVANTAGES AND DISADVANTAGES
OF APPRENTICESHIP TRAINING
• Advantages
• Apprentices can earn stipend while they undergo training. It is a kind
of earn-while-you-learn scheme.
• It helps the employer to get employees trained in a proper way.
• After the training employees become skilled craftsmen.
• Training is market relevant and job centric.
• Over a period of time, a firm can create a pool of technically qualified
people who remain loyal to the firm (for fairly obvious reasons).
Disadvantages

• It takes a lot of time and effort to train people.

• It is an expensive job since it demands lot of time from expert
trainers.
• People have different abilities and learn at varied rates.
• Old skills may get outdated quickly.
Understudy

• An understudy is a person who is in training to assume at a future

time, the full responsibility of the position currently held by his
superior.
• An understudy is usually chosen by the head of a particular
department. The head will then teach him what all his job involves.
• Understudy assignments help the superior to lighten his workload by
delegating some portion of his work to a designated person.
• On-the-job training
Advantages

• It helps the superior to lighten his work- load.

• The trainee can learn a lot by doing everything independently-under
the guidance of an expert trainer.
• The trainee gets a chance to look at the job from various perspectives.
• When vacancies arise, well-trained people are readily available within
the firm.
• Trainees tend to look at this method as a motivational device, since it
helps them grow vertically.
Disadvantages

• This could become an eyesore for other subordinates who are left out
in the race.
• The trainee may not gain much from a superior who is dominating
and tries to oversee everything from close quarters.
• Trainees get a real chance to learn only when they are put on
interesting and challenging assignments (instead of performing paper
shuffling chores).
Job Rotation

• This kind of training involves the movement of trainee from one job
to another.
• Job rotation helps a trainee to have a general understanding of how
the organization functions.
• relieves boredom.
• The cross-trained personnel offer a great amount of flexibility for
organisations.
• On-the-job training
EXAMPLE
• Smith Hospital has created a nursing job rotation program that allows
nurses to work in new departments rotationally. Smith Hospital
rotates nurse assignments every quarter across departments such as
the emergency room, psychiatric wards, intensive care and surgery
recovery. This allows the nurses to have a greater understanding of
how every department in the hospital works, and so they are more
prepared for interactions between departments and with their
coworkers.
Advantages

• Trainee is able to exploit potential fully.

• Job-related competencies improve.
• Trainees can network with colleagues in various departments
• Boredom and monotony arising out of doing the same kind of job is
put to rest.
• Quick learners can slip into challenging roles that demand the
competencies of a generalist in place of a specialist.
• Fresh ideas and new ways of doing things can emerge.
Disadvantages

• Workload of trainees increases considerably.

• Constant job change may produce stress and anxiety.
• Merely multiplication of (routine) duties may not enrich the life of a
trainee.
• It may prove to be a costly exercise, if trainees commit mistakes and
handle tasks less optimally.
• Trainees may find it difficult to adjust to new bosses and new
colleagues
VESTIBULE TRAINING

• It is a kind of classroom training that is imparted by using materials,

files, machines and equipment which are similar to those that are
used in the actual workplace.
• A training centre known as a vestibule is set up.
• Actual work conditions are simulated in a classroom.
• The duration of this training ranges from a few days to a few weeks.
• Off the job training
EXAMPLE
• Pilots and flight attendants are trained by airlines using simulators,
and astronauts are trained in mimic space crafts.
Advantages

• Trainees receive instructions and training in a separate room without

any distractions.
• Trainees learn correct and appropriate ways of doing things.
• The most economical ways of doing things can be taught quickly-
eliminating wastages of all kinds.
• Right from day one trainees can prove themselves.
• It is possible to train large number of trainees in duplicated work
settings fairly quickly.
Disadvantages

• It is an expensive method.
• The training environment is somewhat artificial. Simulated work
settings may not give that feeling having done some- thing that he can
be proud of.
• Supervisors resent and object to this kind of training.
• Trainees may still suffer from psychological fear of not having done
the actual job in a real work setting.
CASE STUDY METHOD

• This is a training method that employs simulated business problems

for trainees to solve.
• The individual is expected to study the information given in the case
and make decisions based on the situation.
• If the trainee is provided a case involving an actual company, he is
expected to research the firm.
• Off the job Training.
• The case study is most appropriate where:

• Analytical, problem-solving and thinking skills are most important.

• The KSAS are complex and participants need time to master them.
• Active participation is required.
• The process of learning (questioning, interpreting, etc.) is as
important as
• the content.
• Team problem solving and interaction are possible.
Merits

• It improves problem solving skills of participants

• It is a way of learning by doing.
• Case studies can provide interesting debates among trainees, as well
as excellent opportunities for individuals to defend their analytical
and judgmental abilities.
• If the case reflects a real life situation, participants take keen interest
with an open and inquisitive mind.
Demerits
• It is a costly and time-consuming method. It takes time to collect data,
analyse, summarise.
• Examining historical evidence may fail to develop the analytical and
reasoning abilities of participants.
• Cases, sometimes, are not sufficiently realistic to be useful
• A trainee who is not skilled in this technique can undermine its
usefulness.
Role Play
• This is a technique in which some problem - real or imaginary - involving
human interaction is presented and then spontaneously acted out.
• Participants assume the roles of specific organisational members in a
given situation and then act out their roles.
• For example, a trainee might be asked to play the role of a supervisor
who is required to discipline an employee smoking in the plant in
violation of the rules. Another participant would assume the role of the
employee.
• The individual playing the supervisory role would then proceed to take
whatever action he deems appropriate. This action then provides the
basis for discussion.
Merits
• Role play develops interpersonal skills among participants.
• Immediate feedback helps them correct mistakes.
• Trainees are encouraged to participate actively.

• Demerits
• Realism is lacking in role plays.
• Not easy to duplicate the pressures and realities of actual job.
• Many trainees are often uncomfortable in role paying situations.
SENSITIVITY OR T-GROUP TRAINING

• This is a method of changing behaviour through unstructured group

interaction.
• T-group consists of 10-12 persons.
• A leader acts as a catalyst and provides a free and open environment
for discussion.
• There is no specified agenda.
• Members express their ideas, feelings and thoughts freely and
openly.
• The focus is on behaviour rather than on duties.
• Example of sensitivity training
• David is in the habit of cracking jokes at everyone’s expense. He fails to
realize that sometimes he is crossing the line and hurting others, although
unintentionally.
• One day he did so with his superior who instead of reprimanding him for it
asked him to attend the sensitivity training meeting on a compulsory basis
for at least three months.
• As it was a direct order, David had to attend those meetings on a regular
basis and maintain a diary to evaluate them. After three months, he was
surprised to see a positive change in himself and had to accept that the
sensitivity training meetings had been a good influence on him.
MERITS
• It creates a better interpersonal relationship between a group
• Diversity leads to a better understanding of the sensitivity training
meetings
• Helps individuals to get an insight into others so that they could
observe, learn and rectify their behavior
• Educates members of the sensitivity group about constructive and
correct emotional actions and behavioral pattern
• Improvement in the ability to analyze and rectify own behavior
DEMERITS
• Sometimes members of a group find these activities chaotic and
disorganized .
• As sensitivity training is an informal activity, there is no superior and
subordinate relationship.
• It can tamper relationship between employees also
• Sometimes people are unable to give their true opinion as they are too
aware of others and afraid of their reaction.
• Sensitivity training is based on assumptions and not on facts
• Critics often have slammed sensitivity training as a method for
brainwashing.
IN-BASKET EXERCISES
• The in-basket method in HRM assesses administrative abilities of
employees which are essential for efficient supervisory and manage
performance.
• It is also a behaviourally oriented, standardised activity.
• HOW IS IT CONDUCTED?
• Job applicants will receive a number of emails, phone calls, documents, and
memoranda during the exam.
• They are then given a specific amount of time to determine priorities, plan their work
schedule, and reply to mail and phone calls.
• Multiple trained raters evaluate and score applicants.
• After each candidate completes the in-basket activity, a team of trained raters
conducts a question-and-answer session with them to evaluate their performance on
the exercise using a set of pre-defined rating scales based on job-related competencies
(e.g., planning and evaluating, problem solving and decision making, etc.)
• Each candidate obtains a composite score from numerous raters based on
standardised criteria as a result of the in-basket activity.
MERITS
• The method is simple and easy to follow.
• Trainees learn quickly a as they have to list priorities, make
assumptions, assign work to others and get things done within a time-
frame.
• Participants get a better view of how matters at various levels get
resolved.
• helps participants to improve their problem solving skills.
DEMERITS
• Devoid of real-life situations.
• The participants, knowing fully well that they are handling an
imaginary situation, may not be too excited about the whole exercise
and may not fully commit themselves to the task.
MANAGEMENT GAMES
• Trainees divide into five-or six-person groups, each of which competes
with the others in a simulated marketplace.
• Each group typically must decide, for example,
• (1) how much to spend on advertising
• (2) how much to produce,
• (3)how much inventory to maintain, and
• (4) how many of which product to produce, usually, the game compresses
a 2-or 3 year period into days, weeks or months.
• As in the real world, each company team usually can’t see what decisions
(such as to boost advertising) the other firms have made, although these
decisions to affect their own sales.
MERITS
• Business games compress time; events that take painfully long time
are made to occur in a matter of hours.
• One can learn from mistakes, take a different course of action by
looking at the consequences and improved performance.
• They promote increased understanding of complex relationships
among organisational units.
• They help trainees develop their problem solving skills as well as to
focus attention on planning rather than just putting out fires
• Prompt feedback facilitates quick learning.
DEMERITS
• It is not easy to develop business games. The cost of developing a
good business game might prove to be quite prohibitive in actual
practice.
• They are often far removed from reality.
• Participants may become so engrossed in pushing others to the wall
that they fail to grasp the underlying management principles being
taught.
• Creativity may take a back seat when unorthodox strategies
advanced by innovative participants may not find acceptance from
others in the race.
CONFERENCES AND SEMINARS

• The conference method is another commonly used method of executive

development.
• Topics such as human relations, safety education, customer relations, sales
training, are often discussed, debated, spoken about.
• A conference is a meeting of people to discuss a subject of common interest.
• The conference is structured around a small group meeting
• wherein a leader helps the group identify and define a problem, guides the
discussion along desired lines and summarises the views that represent the
consensus of the group in dealing with the problem.
• The participants exchange notes, opinions and ideas on the subject in a
systematic and planned way.
MERITS
• There is enough room for cross fertilization of ideas of exchange of
views in an open and transparent manner.
• Participants can focus on a subject of their choice and examine the
issue thoroughly and come out with excellent solutions.
• Participants can pool their talent and energies together and
participate enthusiastically.
DEMERITS
• It is not easy to put participants on the task.
• Discussions can go in different directions.
• Conferences often prove to be notorious time wasters.
• Conferences are often dominated by people who are mike-hungry and
seek attention irrespective of whether they have a point to prove or
not.
•
SEMINAR
• A seminar is a form of academic instruction, conducted by a professional
organization.
• People with proven abilities, technical qualifications and professional expertise
meet in small groups.
• headed by a seminar head whose principal job is to run the discussion along
desired lines.
• The idea behind the seminar method is to familiarize participants with the
methodology of their chosen subject and also to allow them to interact with
other participants and learn everything about a topic.
• A seminar can prove to be an intellectually stimulating arena where assigned
readings can be discussed, questions can be raised and debates can be conducted.
COACHING & MENTORING

• The instructor teaches job knowledge and skills to the traninee.

• Instructor helps the trainee to correct errors.
• The training involves doing routine work efficiently, tackle complex business problems, participate in
decision making.

• Merits
• Participants learn by actually doing.
• Obtain feedback quickly.

• Demerits
• Coach might fall short in guiding the learner systematically.
• Not realistic.
• Learner cannot develop beyond coach’s abilities.
• MENTORING
• Superior manager assumes the responsibility to groom the junior.
• Technical, interpersonal and political skills are conveyed.
• Helps employess attain psychological maturity.