Training and
Development in
Human Resources
Management
Rec R. Rocha
MBA-THM 1

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Training and Development
 Any attempt to improve current or future
employee performance by increasing an
employee’s ability to perform through learning,
usually by changing the employee’s attitude or
increasing his or her skills and knowledge.

Role of Training and Development
Increase in Efficiency
Increase in Morale of Employees
Better Human Relations
Reduce Supervision
Increase Organizational Viability
and Flexibility

Basic aim of Training
 Suitable change in the individual concerned.
 Should be related both in terms of
organization’s demand and of that individual’s.

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Strategic Model of Training
• Methods
• Learning
Outcomes
• Reactions
• Learning
• Behavior
• Results
• Objectives
• Trainee
Readiness
• Principles of
Learning
• Organization
Analysis
• Task Analysis
• Person Analysis
Phase I :
Needs
Assessment
Phase II :
Design
Phase III :
Implementation
Phase IV :
Evaluation

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Phase I: Conducting Assessment
 ORGANIZATION ANALYSIS
An examination of environment, strategies, and resources to
determine where to emphasize training.
 TASK ANALYSIS
Reviewing the job description and specifications to identify
the activities performed in a particular job and the KSAOs needed to
perform.
PERSON ANALYSIS
Determining which employee requires training and equally
important, which do not.

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Phase II: Designing the Training Program
 Developing Instructional Objectives
Describe the skills or knowledge to be acquired and/or the
attitudes to be changed.
 Assessing the Readiness and Motivation of Trainees
Refers to whether or not the experience and knowledge of
trainees have made them ready to absorb the training.
 Incorporating the Principles of Learning
Giving full consideration to the psychological principles
of learning and help employees grasp new knowledge, make
sense of it in their own live, and transfer it back to their jobs.

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Phase III: Implementing the Training Program
 On-the-Job Training
Provides hands-on experience under normal working conditions.
 Special Assignments
Assigning trainees to different jobs in different areas of a firm.
 Cooperative Training
Combines practical OJT experience with formal education.
 Simulations
Emphasizes realism in equipment and its operation at minimum cost and
maximum safety.
 E-Learning
Takes place via electronics.
 Role-Playing
Playing the roles of other.
 Coaching
Continuous flow of instructions, comments, and suggestions from the
manager to a subordinate.

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Phase IV: Evaluating the Training Program
 Reactions
Asses the participants’ reaction to the training they received.
 Learning
Asses the skills and knowledge levels of the employees who have undergone the
training program.
 Behavior
How well employees apply what they have learned in the program to their actual
job.
 Results, Return on Investment (ROI)
to evaluate the efficiency of an investment or to compare the efficiency of
a number of different investments.

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Thank you..