2. 2
LEARNING OBJECTIVES
After completing this unit, you will be able to:
Define training and management development
Explain the processes of training and
development
Describe the purpose of training and
development toward improving job
performance.
Identify various training and development
methods and types.
Explain organizational and staff motives for
training and development programs
3. 3
Human resource development is about two things:
Training: Helping employees do their present jobs.
Development: Helping mangers handle future responsibilities
Training
Seeks to improve ability to perform present jobs.
Skills-oriented generally given to operative employees
Development
Seeks to improve experience to handle future challenges
and responsibilities.
Education-oriented, given to managerial employees who
supervise the activities of others.
5.1 Concept of Human Resource Development
4. 4
Distinction Between Training and Development
Employee Training Management Development
1. Focus present jobs; task
oriented
2. Short-term periodic
process.
3. Target is operative
employees
4. Confined to hands-on skills
and knowledge
5. Remedial effort.
1. Focus on future responsibilities;
growth oriented.
2. Long-term on-going process.
3. Target is managerial employees
4. Develops conceptual,
interpersonal, technical and
decision-making skills
5. Develop employee potential
cabable of achieving
5. 5
5.1.1 What is Training?
It is a systematic process of
altering the behavior of
employees in a direction to
increase organizational
goals.
6. 6
What is training? Cont’d …
Training
Enhances capabilities required to improve
performance in the present job.
Involves positive changes in knowledge, skills
and attitudes of employees to increase their
efficiency and effectiveness on the job.
Serves as a balancing factor between employee
capabilities and job requirements.
Transforms the behavior of the individual.
7. 7
Benefits of Training
Improves job knowledge, skills and attitudes of
employees;
Aids in increasing productivity and quality of work.
Increase employee moral; labor turnover is reduced
Job satisfaction is increased.
Improves labor-management relations
Helps keep costs down; materials and equipment are
properly utilized;
Helps in planning the change and managing conflicts
Improves organizational climate.
8. 8
Training & Learning
Training falls in the broad domain of
learning process
Theories of Learning
1. The cognitive view
2. The Environment perspective
3. The Social Learning theory (SLT)
9. 9
Training & Learning cont’d …
Social Learning Theory
The SLT Argues that learning could be
effected through:
direct experience
observing others and/or
by being told about what to do
10. 10
Basic Learning Principles
Meaningfulness of Material
Reinforcement of the material
Reinforcement increases the likely hood that a
learned behavior will be repeated
Practice increases learner’s performance
Transfer of Learning
Learning must be transferable to the job
11. 11
Learning principles cont’d …
Learning Principles are guidelines to the ways in
which people learn most effectively.
Participation: Learning usually is quicker and longer-
lasting when the learner participates actively.
Repetition: Repetition apparently etches a pattern into
one's memory.
Relevance: Learning is helped when the material to be
learned is meaningful.
Transference: The more closely the demand of the
training program matches the demand of the job, the faster
a person learns to master the job.
Feedback: Feedback gives learners information on their
progress.
13. 13
Training Process cont’d …
Determine training needs
The gap between skills needed for a job and the
present skill level of employees.
Specify Training Objectives
Objectives are desired outcomes of training.
Specific and measurable in terms of outcomes.
Can be in terms of skills to be taught, changes in
behavior or performance results.
14. 14
Training Process cont’d …
Determine Curriculum and Training Methods
The courses to be offered and training methods
to be used should be determined.
The methods can be on-the-job and off-the-job.
Select Trainees and Trainers
Right kind of trainees and effective training
should be selected.
15. 15
Training Process cont’d …
Develop Budget
Costing should be done for each training program.
Conduct Training
The training program should be delivered to the
trainees as per schedule.
Evaluate Training
The outcome of training should be evaluated.
Performances factors can also be measured.
Evaluation results provide feedback.
16. 16
1. Assessing Training and Dev’t Needs
Training or development should be given
when there is a need.
A need exists when a work performance
problem can be traced to a knowledge or
skill deficiency.
Represents a gap between the capabilities
of an employee and the requirements of
the job
17. 17
Assessing Training and Dev’t Needs cont’d …
Job
Requiremen
ts
Minus
(-)
Employee
Capabilities
Training
/Development
Needs
Equals
(=)
Training and Development need model
18. 18
Assessing Training and Dev’t Needs cont’d …
Training and development need exists at
three levels:
Organizational level
Task level
Individual level
19. 19
Assessing Training and Dev’t Needs cont’d …
A) Organizational level
The assessment of need at this level is done to
determine the problem areas where training or
development is needed.
Training or development needs at organizational level
can be created by:
Projected growth and development,
Changes in environment, objectives, structure,
technology
Changes in products and productivity, and
High absenteeism, turnover, reject rate and accidents
20. 20
B)Task Level
The knowledge, skills and attitudes required to
perform jobs are the focus of needs analysis at
the task level.
Training or development needs at task level can
be created by:
Job redesign, task relocation,
Changes in work methods and procedures, and
Upgrading of job functions eg. computerization
in office
Assessing Training and Dev’t Needs cont’d …
21. 21
Assessing Training and Dev’t Needs cont’d …
C)Individual Level
Assessing present deficiencies in specific skills, knowledge
and attitudes.
Identifies who needs training or development in what and
how long.
Important for assessing needs because individual
employees are the targets for development
Essential to diagnose deficiencies at individual level
Training or development need at individual level can be
created by:
Human resource policies and plans,
Job descriptions and job specifications, and
Skill deficiencies on the job.
22. 22
Training or Development Needs Indicators
Organizational Plans
Changes in goals, programs, structure, technology, people,
products, markets and productivity.
Employee Records
High rates of staff turnover, absenteeism, accidents, low
performance.
Work and Work flow
Changes in work methods and procedure.
Employee Factors
Deficiencies in competences, low morale.
Selection, transfer, promotion of employees
23. 23
Methods of Determining Needs
The major sources of information for
assessing needs are:
Environmental changes
Organization's objectives, strategies and
structure
Job description and job specification, job
demand.
Human resource plans, policies and practices-
Performance standards.
24. 24
Methods of Determining Needs cont’d …
There are various methods for assessing training
and development needs:
1. Management Audit
2. Performance Analysis
3. Task Analysis
4. Supervisory Recommendations
5. Need Survey
25. 25
I. Management Audit
A comprehensive; systematic, independent and
periodic examination of organization to assess
human resource development needs.
The factors examined are:
1. Environmental Assessment
Political, legal
Economic
Technological
Social-Cultural
26. 26
Methods of Determining Needs cont’d …
2. Objectives, strategies and structure
Objectives may change due to goal succession
or goal displacement.
Strategies may also change.
Activities may change due to changes in
structure of the organization
27. 27
II. Performance Analysis
There should be a fit between people and
performance in organizations. Human resource
development needs can be identified by
analyzing:
Organizational performance analysis
Employee performance analysis
Organizational performance analysis
Goal achievement
Production, Service performance etc
28. 28
Performance Analysis cont’d …
Employee Performance Analysis is based on
observation of employee performance on the job.
Other tools for assessing employee performance
are
Employee performance appraisal reviews
Career Planning Discussions
Exit Interviews
Performance Tests
29. 29
III. Task Analysis
Collecting and analyzing task-related information.
A task is an element of job.
Several tasks form a job.
Performance criteria for each task are established.
From task information, human resource development
needs are determined for each employee.
Observation, questionnaire and interview tools can
be used to obtain task-related information from good
performers.
30. 30
IV. Supervisory Recommendations
The supervisor sees and guides the employee on
a daily basis. He is knowledgeable about:
Realities of work situation
Performance standards for the job
Present knowledge and skills of the employees
Desired knowledge and skills to perform the job.
Supervisors can identify gaps in knowledge and
skills and recommend needed training for the
employee.
31. 31
V. Needs Survey
The method consists of direct questioning to gather opinion
about human resource development needs. The survey can
be of three types:
Individual Survey:
Group Survey:
Competency Survey
The results of survey become training or development
needs.
Three instruments for survey can be
Questionnaire
Interview
Focus Group Discussion
32. 32
2.Instructional Method and Media
The content, method, and media must
match the job requirement of the
organization and the learning style of
the participant.
33. 33
2.1 Factors affecting selection of method/media
of training
There is no single method or media is always best;
the best method or media depends on:
Cost-effectiveness
Desired program content
Learning principles
Appropriateness of the facilities
Trainee preferences and capabilities
Trainer preferences and capabilities
34. 34
2.2 Training Methods
I) On-the-job Training Methods
Involves "learning while working". Training takes
place on the job.
Places the employee in the context of real work
situation.
Learning by doing under the supervision of an
experienced employee.
The methods available for on-the-job training are:
Apprenticeship Training
Internship Training
Job Instruction Training
35. 35
Training Methods cont’d …
Apprenticeship Training
Employees learn by working with those already
skilled in their jobs.
Internship Training
The goal is to combine practical experience with
classroom-oriented theoretical knowledge.
Job Instruction Training
A systematic approach to on-the-job training to
teach new task.
Received directly on the job and consists of four
steps:
Designed for supervisors to train operatives.
36. 36
Training Methods cont’d …
Job Instruction Training…..
Prepare the trainees by telling them about the
job and overcoming their uncertainties,
Presenting the instruction
Having the trainees try out the job
37. 37
Training Methods cont’d …
2) Off-the-job Training Method
The training takes place outside the work situation.
Mostly classroom-based.
The trainees focus on learning experience.
Removed from the stresses and demands of workplace.
The methods used for off-the-job training are:
Lecture/ conference
Simulation methods
Programmed Instruction
Seminars/Conferences
38. 38
3.Evaluation of Training & Development
Evaluation
An integral part of the training and
development process.
Provides feedback on the effectiveness of
training and development activities.
The measure of training and development
effectiveness is the extent to which objectives
have been achieved
Helps to control and improve the quality of
programs and to judge their value.
39. 39
3.1 Process of Training Evaluation
Setting intended standards
Measuring actual outcomes
Finding Deviations
Corrective actions
40. 40
3.2 Criteria for Evaluating Training Effectiveness
Reaction criteria
Concerned with the feelings of trainees to the
training content, process, methods, etc..
Learning criteria
Concerned with the knowledge, skills and
attitudes acquired through the training
experience.
41. 41
Criteria cont’d …
Behavior criteria
Concerned with changes in job behavior that result after
the training.
Results criteria
Concerned with measurable results or improvements in
organizational performance. The indicators may be
higher productivity,
better quality,
lower turnover/absenteeism/ accidents
42. 42
5.1.3 What is Management Development?
A systematic process of improving managerial
effectiveness by imparting
Knowledge,
Increasing skills and
Changing attitudes.
Prepares the management team to handle future
responsibilities.
more concerned with education than training
focuses on the employee’s personal growth
43. 43
Management development cont’d …
Given to managerial employees who supervise
the activities of others.
Develops managerial potential by increasing
conceptual, interpersonal and decision-making
skills.
Future-oriented
Target is managers
44. 44
Management development cont’d …
The Process
Look at organization’s objectives
Appraise the current Human Resources
Ascertain the development activities
Determine individual development need
Assess potential development programs
suitable to the needs
45. 45
Management dev’t cont’d …
Methods:
On the job Methods
Off the job Methods
1. On the job Methods
Coaching
Understudy assignment
Job rotation
Committee assignment
46. 46
Management dev’t cont’d …
2. Off the job methods
Sensitivity training
Transactional analysis
Formal studies
Case studies
Decision games
Role plying
47. 47
Benefits of Management Development
1. Increase capability: Managers acquire
capabilities to face challenges and handle
responsibilities m the future. They become
versatile with broadened outlook.
2. Enhance effectiveness: Managerial
performance improves through increased
conceptual, human and technical skills.
3. Foster teamwork: Management development
programs improve managerial communication,
which fosters teamwork.
48. 48
Benefits of Management Dev’t cont’d …
4. Facilitate Environmental Adaptation:
Management development equips
managers to proact as well as respond to
changing environmental forces.
5. Improved Decision Making:
Management development improves
decision-making capabilities and creative
thinking.
49. 49
Benefits of Management Dev’t cont’d …
6. Managerial Succession: Managers with
potential are identified for development
to assume greater responsibilities in
future.
7. Job Satisfaction: Management
development aids job satisfaction to
managers by changing their attitudes and
behavior towards jobs.