Training and development

1. TRANING AND DEVELOPMENT
MANPREET SINGH
ASST. PROFESSOR
GNA BUSINESS SCHOOL

2.  Training and development is concerned with
bettering the performance of individuals and
groups in organizational settings. It is being
known by several names, including
employee development, human resource
development, and learning and development.
The need for training & development is
determined by the employee’s performance
deficiency or gap, calculated as under:
 Need for Training & Development =
Standard Performance – Actual Performance.

3.  a. Training:
It is focused upon and evaluated against the
current jobs.
 b. Education:
It focuses upon and evaluated against the
potentially hold job in the future.
 c. Development:
It focuses upon the future activities, and is
almost impossible to evaluate.

4.  Training
The act of increasing the skills of an employee for
doing a particular job, and thus it’s a process of
learning a sequence of programmed behaviour to
do that particular job.
 Development
It refers broadly to the nature and direction of
change induced in employees, through the
process of training and educative process.

5. Need for Training
 1. Environmental changes
2. Organizational complexity
3. Human relations
4. To match employee specifications with the
job requirements and organizational needs
5. Change in the job assignment

6.  1. Environmental changes:
 Mechanization, computerization, and automation have
resulted in many changes that require trained staff
possessing enough skills. The organization should train
the employees to enrich them with the latest technology
and knowledge.
 2. Organizational complexity:
 With modern inventions, technological upgradation, and
diversification most of the organizations have become
very complex. This has aggravated the problems of
coordination. So, in order to cope up with the
complexities, training has become mandatory.
 3. Human relations:
 Every management has to maintain very good human
relations, and this has made training as one of the basic
conditions to deal with human problems.

7.  4. To match employee specifications with the job
requirements and organizational needs:
 An employee’s specification may not exactly suit to the
requirements of the job and the organization,
irrespective of past experience and skills. There is
always a gap between an employee’s present
specifications and the organization’s requirements. For
filling this gap training is required.
 5. Change in the job assignment:
 Training is also necessary when the existing employee
is promoted to the higher level or transferred to another
department. Training is also required to equip the old
employees with new techniques and technologies.

8. TYPES OF TRAINING
Methods of training
Off the job Training
On the job
Training

9. ON THE JOB TRAINING
 1. Coaching
 2. Mentoring
 3. Job Rotation
 4. Job Instruction Technology
 5. Apprenticeship
 6. Induction

10.  1. Coaching:
 Coaching is a one-to-one training. It helps in quickly identifying the
weak areas and tries to focus on them. It also offers the benefit of
transferring theory learning to practice. The biggest problem is that it
perpetrates the existing practices and styles. In India most of the
scooter mechanics are trained only through this method.
 2. Mentoring:
 The focus in this training is on the development of attitude. It is used
for managerial employees. Mentoring is always done by a senior
inside person. It is also one-to- one interaction, like coaching.
 3. Job Rotation:
 It is the process of training employees by rotating them through a
series of related jobs. Rotation not only makes a person well
acquainted with different jobs, but it also alleviates boredom and
allows to develop rapport with a number of people. Rotation must be
logical.

11.  4. Job Instructional Technique (JIT):
 It is a Step by step (structured) on the job training method in which a suitable
trainer (a) prepares a trainee with an overview of the job, its purpose, and the
results desired, (b) demonstrates the task or the skill to the trainee, (c) allows the
trainee to show the demonstration on his or her own, and (d) follows up to provide
feedback and help. The trainees are presented the learning material in written or
by learning machines through a series called ‘frames’. This method is a valuable
tool for all educators (teachers and trainers). It helps us:
 a. To deliver step-by-step instruction
 b. To know when the learner has learned
 c. To be due diligent (in many work-place environments)
 5. Apprenticeship:
 Apprenticeship is a system of training a new generation of practitioners of a skill.
This method of training is in vogue in those trades, crafts and technical fields in
which a long period is required for gaining proficiency. The trainees serve as
apprentices to experts for long periods. They have to work in direct association
with and also under the direct supervision of their masters.
 6. Induction training:
 Also known as orientation training given for the new recruits in order to make them
familiarize with the internal environment of an organization. It helps the employees
to understand the procedures, code of conduct, policies existing in that
organization.

12. OFF THE JOB TRAINING
 1. Lectures and Conferences
 2. Vestibule Training
 3. Simulation Exercises:
a. Management games
b. Case study
c. Role play
 4. Sensitivity Training
 5. Incidental Training
 6. Transactional Analysis:
a. Child Ego
b. Parent Ego
c. Adult Ego

13.  1. Lectures and Conferences:
 Lectures and conferences are the traditional and direct
method of instruction. Every training programme starts with
lecture and conference. It’s a verbal presentation for a large
audience. However, the lectures have to be motivating and
creating interest among trainees. The speaker must have
considerable depth in the subject. In the colleges and
universities, lectures and seminars are the most common
methods used for training.
 2. Vestibule Training:
 Vestibule Training is a term for near-the-job training, as it
offers access to something new (learning). In vestibule
training, the workers are trained in a prototype environment
on specific jobs in a special part of the plant.
 An attempt is made to create working condition similar to the
actual workshop conditions. After training workers in such
condition, the trained workers may be put on similar jobs in
the actual workshop.

14.  3. Simulation Exercises:
 Simulation is any artificial environment exactly similar to the actual
situation. There are four basic simulation techniques used for imparting
training: management games, case study, role playing, and in-basket
training.
 (a) Management Games:
 Properly designed games help to ingrain thinking habits, analytical,
logical and reasoning capabilities, importance of team work, time
management, to make decisions lacking complete information,
communication and leadership capabilities. Use of management games
can encourage novel, innovative mechanisms for coping with stress.
 (b) Case Study:
 Case studies are complex examples which give an insight into the
context of a problem as well as illustrating the main point. Case Studies
are trainee centered activities based on topics that demonstrate
theoretical concepts in an applied setting.
 (c) Role Playing:
 Each trainee takes the role of a person affected by an issue and studies
the impacts of the issues on human life and/or the effects of human
activities on the world around us from the perspective of that person.

15.  4. Sensitivity Training:
 Sensitivity training is also known as laboratory or T-
group training. This training is about making people
understand about themselves and others reasonably,
which is done by developing in them social sensitivity
and behavioral flexibility. It is ability of an individual to
sense what others feel and think from their own point of
view.
 5. Transactional Analysis:
 It provides trainees with a realistic and useful method
for analyzing and understanding the behavior of others.
In every social interaction, there is a motivation
provided by one person and a reaction to that
motivation given by another person.

16.  Child:
 It is a collection of recordings in the brain of an individual of behaviors, attitudes,
and impulses which come to him/her naturally from his/her own understanding as
a child. The characteristics of this ego are to be spontaneous, intense,
unconfident, reliant, probing, anxious, etc. Verbal clues that a person is operating
from its child state are the use of words like “I guess”, “I suppose”, etc. and non
verbal clues like, giggling, coyness, silent, attention seeking etc.
 Parent:
 It is a collection of recordings in the brain of an individual of behaviors, attitudes,
and impulses imposed on her in her childhood from various sources such as,
social, parents, friends, etc.
 The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc.
Verbal clues that a person is operating from its parent states are the use of words
like, always, should, never, etc and non-verbal clues such as, raising eyebrows,
pointing an accusing finger at somebody, etc.
 Adult:
 It is a collection of reality testing, rational behaviour, decision making, etc. A
person in this ego state verifies, updates the reaction which she has received from
the other two states. It is a shift from the taught and felt concepts to tested
concepts.

17. BENEFITS OF T&D
 Improved employee performance – the employee who receives
the necessary training is more able to perform in their job. The
training will give the employee a greater understanding of their
responsibilities within their role, and in turn build their confidence.
This confidence will enhance their overall performance and this can
only benefit the company. Employees who are competent and on
top of changing industry standards help your company hold a
position as a leader and strong competitor within the industry.
Improved employee satisfaction and morale – the investment in
training that a company makes shows employees that they are
valued. The training creates a supportive workplace. Employees
may gain access to training they wouldn’t have otherwise known
about or sought out themselves. Employees who feel appreciated
and challenged through training opportunities may feel more
satisfaction toward their jobs.

18.  Addressing weaknesses – Most employees will have some
weaknesses in their workplace skills. A training program allows you
to strengthen those skills that each employee needs to improve. A
development program brings all employees to a higher level so they
all have similar skills and knowledge. This helps reduce any weak
links within the company who rely heavily on others to complete
basic work tasks. Providing the necessary training creates an overall
knowledgeable staff with employees who can take over for one
another as needed, work on teams or work independently without
constant help and supervision from others.
Consistency – A robust training and development program ensures
that employees have a consistent experience and background
knowledge. The consistency is particularly relevant for the
company’s basic policies and procedures. All employees need to be
aware of the expectations and procedures within the company.
Increased efficiencies in processes results in financial gain for the
company.

19.  Increased productivity and adherence to
quality standards – Productivity usually
increases when a company implements training
courses. Increased efficiency in processes will
ensure project success which in turn will improve
the company turnover and potential market share.
Increased innovation in new strategies and
products – Ongoing training and upskilling of the
workforce can encourage creativity. New ideas
can be formed as a direct result of training and
development.

20.  Reduced employee turnover – staff are more likely to feel
valued if they are invested in and therefore, less likely to
change employers. Training and development is seen as an
additional company benefit. Recruitment costs therefore go
down due to staff retention.
Enhances company reputation and profile – Having a
strong and successful training strategy helps to develop your
employer brand and make your company a prime
consideration for graduates and mid-career changes. Training
also makes a company more attractive to potential new
recruits who seek to improve their skills and the opportunities
associated with those new skills.

21. TRAINING PROCESS
 Step 1: Decide If Training is needed
 Step 2: Determine What Type of
Training is needed
 Step 3: Identifying Goals and
Objectives
 Step 4: Implementing the Training
 Step 5: Evaluation Training Program

22. TRAINING PROCESS
 Step 1: Decide If Training is needed
The first step in the training process is a basic one: to determine
whether a problem can be solved by training. Training is
conducted for one or more of these reasons:
 1) Required legally or by order or regulation 2) to improve job
skills or move into a different position 3) for an organization to
remain competitive and profitable. If employees are not
performing their jobs properly, it is often assumed that training
will bring them up to standard.
 Step 2: Determine What Type of Training is needed
 The employees themselves can provide valuable information on
the training they need. They know what they need/want to make
them better at their jobs. Also, regulatory considerations may
require certain training in certain industries and/or job
classifications. Once the kind of training that is needed has been
determined, it is equally important to determine what kind of
training is not needed. Training should focus on those steps on
which improved performance is needed

23.  Step 3: Identifying Goals and Objectives
 Once the employees' training needs have been identified,
employers can then prepare for the training. Clearly stated
training objectives will help employers communicate what
they want their employees to do, to do better, or to stop
doing.
 Step 4: Implementing the Training
 Training should be conducted by professionals with
knowledge and expertise in the given subject area; period.
Use in-house, experienced talent or an outside professional
training source as the best option. The training should be
presented so that its organization and meaning are clear to
employees. An effective training program allows employees
to participate in the training process and to practice their
skills and/or knowledge.

24.  Step 5: Evaluation Training Program
 One way to make sure that the training program is
accomplishing its goals is by using an evaluation of the
training by both the students and the instructors.
 Evaluations will help employers or supervisors determine
the amount of learning achieved and whether or not an
employee's performance has improved on the job as a
result.