2. Definition
Training and Development are not
synonymous terms.
Training is a process of learning through a
sequence of planned and programmed
behavior. It tries to improve present job
performance and prepare employees for
future or intended performance.
3. Contd..
It is therefore :
- a short term process.
- An activity based concept.
- Skills are learned, unlearned or relearned.
- The aim is to enhance individual
effectiveness on the job.
- It involves practical application of
programmed knowledge.
4. Contd..
Development is a wider term than training, that
has job specific as well as culture specific
improvement methods.
Therefore it involves:
- Personality development
- Essentially a thought based concept
- A long run intervention
- Relates individuals to the organization in terns of
goals, skills, attitudes, behaviors and values.
6. Training Need Assessment
Before undertaking training
programmes, organization should
make a thorough assessment about the
actual need of undertaking training
programmes.
7. Training need analysis
Training need assessment would lead to training
need analysis.
Three types of analyses are used to ascertain
training needs.
1. Organizational Analysis.
2. Job Analysis.
3. Person Analysis.
9. Data for Organizational analysis
1. Organizational goals
2. Personnel Inventories
3. Climate Index
4. Job Satisfaction Index
5. Efficiency Index
6. Allocation of training Budget
10. Job Analysis
Job Analysis tries to answer what should
be taught so that the job can be efficiently
performed. KASOCs are effectively
addressed in the training programmes.
11. Data for Job Analysis
Job Descriptions
Job Specifications
Performance Standards
Review Literature on the job
Work Sampling
Analysis of operating problems
12. Person Analysis
Person Analysis tries to answer who needs
training in what areas and in what depth.
Altered skills, attitudes, behaviors and
values can be focused upon in the training
programmes.
13. Data for Person Analysis
Performance appraisal Data
Interviews
Questionnaires
Attitude Surveys
Tests (KASOCs)
Assessment Centers
14. Final stage
After the compilation of the three
analysis, objectives for the training
programmes can be derived.
15. Training has a link to career development
The organization has a vision, mission, goal
and role. HRD initiatives are meant to
facilitate achieving these.
An individual also has aims and hopes and
career aspirations. HRD initiatives are also
meant to take cognizance of these.
16. Assumptions about the organization and the
people.
1. The organization
has objectives.
2. These objectives
can be achieved
only through the
employees.
3. Therefore, people
must know what
they need to learn in
order to achieve
organizational goals.
1. People have
aspirations.
2. In order to learn and
use new abilities people
need appropriate
opportunities, resources
and conditions.
3. Therefore, organizations
must provide effective
resources and
conditions.
17. Therefore, there is a need to have a match
between achieving organizational goals and
providing attractive learning opportunities.
18. Hence on the one hand training need
assessments help to develop the right
person for the right job. On the other
hand, training helps employees to
become what they wish to be.
24. Contd..
In any effective training intervention the
participant is exposed to all three types of
methods although only one or two tools
within each type may be used.
25. Contd..
Which tool is eventually used depends on :
(a) Its assessed need by the trainer
(b) Level of participants’ knowledge & Skill
(c) Expertise of trainer and experience gained
(d) Time and cost constraints
26. The Lecture Method
Oldest tool
Can be very powerful
Both the trainer and trainee is committed
Most effective when an exam is involved
27. 4 points to be kept in mind
Who is your audience?
What is the purpose of your talk?
What is the time available?
What is the subject matter?
28. 4 Necessities
Good preparation and plan
Clear flow of thought
Good Oratory
Effective backup
29. 4 Styles
Podium oratory
Black board
Questions at the end
Clarification when needed
30. 4 Pitfalls
Poor communication
Irrelevance of matter
No logical sequence
Audience is passive
31. Contd..
While giving lecture you have to
remember that you are imparting a skill
or knowledge NOT showing of your
own knowledge.
32. Seminars
Panel – Chosen few experts discuss specific
topics.
Round Table- Experts exchange views with a
clear goal in mind.
33. Point to be kept in mind:
Prepare agenda in clear terms and stick to it.
Choose speakers based on their expertise.
Ensure free flow of ideas within parameters.
Keep desired end in view always.
Have expert moderator to control speakers.
Introduce and conclude proceedings well.
Remember that high level of maturity is needed to pull
off a good seminar.
34. Participative Methods.
Case Study:
- Scenario to be analyzed for learning.
- Linking theory to practice through example
35. Facilitator should:
Monitor discussion without participating in it.
Insist on participants doing their home work.
Link learning gained to theoretical construct.
36. Syndicate Method (Participative)
This means working in a small group to achieve a
particular purpose. It is designed to provide an
environment to help a participant to :
- Critically reflect on his own work and experience.
- Update his knowledge of new skills and concepts
with the help of co-participants.
- Learn to work in teams where members have
divergent skills but convergent goals.
37. Syndicate method .. Contd..
A syndicate is usually a group of 10.
Is functioning as a team to complete an
assignment.
Each syndicate is placed under a directing
staff.
Each syndicate has to submit a report that is
circulated to other syndicates.
Chairman of each syndicate makes a formal
presentation of the views of his team.
38. Business Games (Simulation Method)
Business games are classroom simulation
exercises in which teams of individuals
compete against one another or against an
environment in order to achieve a given
objective. These games are designed to be
representative of real life condition. Under
these an atmosphere is created on which the
participants play a dynamic role and enrich
their skills through involvement.
39. Contd..
Business Games assumes that the maturity,
Knowledge and experience of the participants are
high.
Advantages of Business Games are:
1. It aids innovation,
2. Learning is very effective,
3. Helps bringing about a change.
40. In-Basket exercises (Simulation method)
A simulation of a manager’s workload on a typical
day.
It stresses on:
1. Time Management.
2. Setting Priorities.
3. Delegating Duties.
41. Positive and negative aspects of In-Basket
exercises:
(-) Difficult to administer unless trainer has
managerial experience.
(+) It enhances managerial skills like
delegation, initiative taking and planning.
42. Contd..
(-) These exercises are individualistic and non-
interactive .
(+) Highly adaptive, focused and reality based
learning.
43. Fish Bowl Exercise (Simulation Method)
Another experiential method of training involving the
active participation of trainees to enhance their
learning experience.
It is essentially used in providing skills in
understanding human behavior.
It effectively uses group interaction to develop in the
participants a degree of self awareness.
44. Contd..
It inculcates the discipline of observing
others.
To learn about oneself through the eyes of
others.
- In order for the exercise to be effective the
the number of participants in the group
should be 24.
46. Generic Type Ideal Target
Participants
TRAINING TOOL
•Didactic
•Participative
•Simulation
Training Tools
Lecture
Seminar
Programmed Learning
Case Studies
Syndicate Groups
Sensitivity Training
Large Audiences
Mature Audiences
Self Motivated learners
Managers
Subset at a seminar
or conference
Matured Managers
Business Games,Role
Play,In Basket Exercises,
T.A, Fish bowl exercise
Strategists, Junior
Manager, Middle
level Mngr,Sr.Mngr,
Junior-Middle level
47. Training Aids
Chalk and talk
Over head Projector
Power Point
Management Films
49. Evaluation of Training Programmes
It is well documented that whereas
most managements recognize the
importance of evaluation, few actually
do so.
50. Evaluation involves collection of
data on:
(A) Participants satisfaction, reg:
1. Programmes
2. Material
3. Applicability
52. Kirkpatrick Model of Evaluation
Reaction
Learning
Behavior
Organizational Results
53. Reactions
Through Questionnaires
What the questionnaire seeks:
(a) Degree of satisfaction with :
- Trainer
- Training Methods
- Content of Training
- Material supplied
- Environment and comfort
- Relevance
(b) What aspects to include or delete.
54. What the guidance achieves:
Fine tune learning
Apply learning to job
Create zeal to improve
HR professionals should assess trainees’ reactions
several months after the programme to determine
how relevant trainees felt the training was to their
jobs.
55. (2) Learning
This level assess the learning that has taken
place, the degree to which the trainees have
mastered the concepts, knowledge and
skills.
56. Contd..
Usually measured through :
- Paper pencil tests
- On line tests
- Performance tests
- Simulation Exercises
57. Contd..
Tests are used to measure:
- Level of understanding
- Level of Knowledge Impact
- Level of Applicability
Trainees should be tested on their level of
understanding before and after training to determine
the effects of training on their knowledge.
58. (3) Behavior
This is important because one goal of training is to
modify the on-the job behavior or performance of
trainees.
Measurement of behavior change :
1. Through performance appraisal
2. Through observation
3. Through peer opinion
59. Point to remember:
The instrument or method used to measure
Pre-training and Post-training Behavior must
be the same.
60. (4) Organizational Results
The purpose of collecting organizational results is
to examine the impact of training on the work
group or entire company.
To determine impact of training on :
a) Individual Role Fulfillment
b) Work Group Performance
c) Meeting Company Targets
61. Contd..
So HRD Managers seek pre-training and post-
training data on:
- Productivity - Grievance
- Discipline and Diligence
- Turnover - Willingness to experiment
- Quality of work - Willingness to learn further
- Absenteeism
- Sales
- Customer Satisfaction
62. Evaluation should address two questions:
Whether change has taken place in the
desired criteria or not.
Whether this change can be attributed to the
training programmes or not.
63. Most commonly used designs:
One-shot Post -Test-Only Design
a. Evaluation as after thought.
b. Any one of the four types of criteria is
used.
c. Change cannot be measured.
Training-----------Measure
64. Contd.
One Group Pre-Test Post-Test Design
a) Some planning is involved.
b) Can assess whether change has occurred
c) Cannot attribute change to training
Measure----------Training----------Measure
65. Contd..
Both these methods are prevalent in
companies where H.R.D. has little influence
on Top Management. Try to avoid them as
possible.
66. More Systematic Method of Evaluation.
Post Test Only Control Group Design
a) Two groups are used and individuals are
randomly chosen.
b) Random selection help to equalise and
reduce bias
c) Used when quick results are needed to
pilot test an intervention.
67. Contd..
Group A Training--------Measure
Group B No Training------Measure
-
68. Contd..
Implements, environment, tools, resources,
incentives, timings, and targets for both
group A and group B must be the same.
If successful group B must be trained later.
70. Contd..
Group A Measure---Training------Measure
Group B Measure-No Training---Measure
71. Contdd.
Multiple Time Series Design
- Allows HRD to observe changes in both groups over a
period of time (several months).
- Preferred when a training intervention is novel and is
used for the first time and no benchmarks are available.
72. Contd..
Group A Measure----Measure----Measure
Training-----Measure----Measure
Group B Measure---Measure----Measure
No Training---Measure----Measure
73. Points to remember
1. Always evaluate training so as to justify your role.
2. Share findings openly so that colleagues feel
involved.
3. Seek inputs for improvement of content ,context
communication.
4. Implement new inputs/ideas and give due credit.
5. Training is not an end in itself nor is it only a fun
thing.
6. Keep an eye on cost-benefit analysis and convert it
into monetary terms while keeping top
management informed.
