2 Prof. Hiteshwari Jadeja Chapter 10Prof. Hiteshwari Jadeja
3 The Orientation Process Company Organization and OperationsSafety Measures and RegulationsFacilities TourEmployee OrientationEmployee Benefit InformationPersonnel PoliciesDaily Routine
4 Purpose of Orientation Feel Welcome and At EaseBegin the Socialization ProcessUnderstand the OrganizationKnow What Is Expected in Work and BehaviorOrientation Helps New Employees
5 What is training?“Training is the process by which an employee acquires the necessary knowledge and skills to perform the job.” “ Training is the act of increasing the knowledge and skills of an employee for doing a particular job.” - Edwin Flippo
8 Significance of employee training Enlargement of skills and competency.Effective utilization of the existing human resources.Enhancement of customer satisfaction.Enhancing competitive advantage.Enrichment of team spirit.Ensuring personal growth.Enabling a learning culture…..
9 Significance of employee training (contd.) Establishing a positive organizational climate.Encouraging better health and safety measures.Enduring organizational growth and development.
16 Scope of Training Knowledge Skills Acquisition Attitude Formation Ethical ValuesAnalytical ReasoningDecision making & Problem Solving Skills.
17 Training at TATA Motors Views as long term investment in its HR.Conducts rigorous programmes like in-house vocational training and apprenticeship.Organizes structured training programmes, rotational assignments and cross-functional mobility programmes to learn multiple tasks.
19 Steps in the training process The steps in an employee training process areThe determination of training needs.The determination of training objectives.The selection of training techniques, identifying the trainer.Implementing the training programme.The evaluation of the training programme.
21 Training Methods (continued) On-the-Job Training (OJT)Having a person learn a job by actually doing the job.Types of On-the-Job TrainingApprenticeship trainingJob rotationInternship and assistantshipJob instruction trainingAdvantagesInexpensiveLearn by doingImmediate feedback
22 Steps to Help Ensure OJT Success On-the-Job TrainingSteps to Help Ensure OJT Success12Prepare the Learner3Present the Operation4Do a TryoutFollow Up
23 Corporate Click: GE GE believes in on-the-job training approach. It trains customer services operator on the job.Each representative is able to handle about 100 calls a day.
24 Apprenticeship training A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.Apprentices Act, 1961:It was enacted by the Govt. of India.It regulates and controls training ofapprentices.
28 Off-the-job training methods Off-the-job training methods includeProgrammed learningSimulation methodLaboratory trainingCase studyLecture methodRole-playingVideo-conferencing(Audio visual based training)Computer-Based Training
29 Programmed Learning Advantages Reduced training time Presenting questions, facts, or problems to the learnerAllowing the person to respondProviding feedback on the accuracy of answersAdvantagesReduced training timeSelf-paced learningImmediate feedbackReduced risk of error for learner
30 Simulation MethodIt is a technique that creates a situation which, as nearly as possible, replicates the real one.
31 Laboratory TrainingIts also called sensitivity training or T-group training.Organized for a small group of trainees normally not familiar with each other.Trainees meet personally to share their feelings, opinions, attitude, perceptions and values
32 OFF THE JOB TRAININGClass room training: It is to convey rules, policies, procedures. It is simple and efficient, have only minimum cost and time. The disadvantages are: One way communication, passive participation.Conferences, seminars , workshops: Discuss points of common interest for enriching knowledge and skill. This is a group activity.Group discussions/case study analysis: “ Case study is based on the belief that managerial competence can be best attained through the study, contemplation and discussion of concrete cases” (Bass). Experience is the best teacher is the principle used in this method.Vestibule Training: Employees are trained on the equipment they are employed, but the training is considered away from the work place. For training a machine shop operator necessary equipment required in an actual machine are duplicated.Simulation: Any training activity in which actual working environment is artificially created as near and realistic as possible.
33 Computer-Based Training (CBT) Trainee uses interactive computer systems to increase the knowledge & skills.AdvantagesReduced learning timeCost-effectivenessInstructional consistencyTypes of CBTInteractive multimedia trainingVirtual reality training
34 Corporate Click In 2007, India’s top five IT companies—TCS, Infosys, Wipro, Satyam, and HCL had recruited around 120,000 new employees, most of them coming straight from Indian universities. Training provided to them, described as “Freshers’ Training”, is a major part of corporate strategy, with CEOs and many senior employees often deeply involved.
35 Evaluation study designs Time series design- In this, the process of evaluation starts even before the beginning of the actual training programme and it involves a series of measures before and after the training programme.Pre-Test–Post-Test control group design- In this method, the inter-period (before and after training) and the inter-group (between the experimental group and the control group not subjected to any training programme during the same period) comparisons of performance are done.
36 Evaluating Training: The TATA Business Support Services Model Adopts Jim Kirkpatrick’s frameworks.It evaluates training efficiency by analyzing trainee feedback, evaluating performance scores, productivity levels, scores, knowledge and skills.
37 Levels of Training Evaluation Questions being askedMeasuresAccidentsQualityProductivityTurnoverMoraleCostsProfitsIs the organisation or unit better because of the training?ResultPerformance Appraisal by superior, peer, client, subordinateAre trainees behaving differently on the job after training? Are they using the skills and knowledge they learnt in training?BehaviourWritten testsPerformance testsGraded simulationsTo what extent do trainees have greater knowledge or skill after the training programme than they did before?LearningDid the trainees like the programme, the trainers, the facilities? Do they think the course was useful? What improvement can they suggest?QuestionnairesReaction
38 Issues in training at micro level The absence of corporate commitment.The risk of poaching.The unaffordable cost of training.The treatment of training as expenses by the accounting rules.
39 Issues in training at macro level Lack of adequate support from the government.The absence of candidates with adequate skills.Lack of cooperation between university and industry in research programmes.
40 Conditions necessary for an effective training programme Top-management support.A receptive mindset of trainees.A continuous process.Technological advances.The form and timing of training.
41 E-learningE-learning is generally related to the planned use of networked information and communications technology in learning.
42 Types of e-learning Online learning Web-based training Technology-based trainingComputer-based training
44 What is Management Development? Management development is a long-term process by which the managers’ conceptual knowledge and competencies are developed to make them more suitable for present and future responsibilities “Management Development is any attempt to improve managerial performance by imparting knowledge, changing attitute, or increasing skills” -Gary Dessler
45 Significance of management development To help the managers understand and share the corporate philosophy, mission and values of the business.To ensure that the managers are aware of the latest and best managerial practices.To facilitate better leadership behaviour by improving the managers’ leadership styles.To help the managers in prioritizing and optimizing the resources of the firm.To assist the managers to build on their strengths and work on their weaknesses.To help the managers to cope with the rapidly changing environment.
47 Leadership Development: An IBM Endeavour IBM considers its 3C (capability, climate and culture) approach towards employees.IBM offers several programmes for developing professional capability and career prospects of its managers.
48 University based Program- Reliance Industries Ltd. Combined “in-house home-grown programmes” and university based educational programmes.Developed MDP with IIM Bangalore for its high growth managers.Conducts MPRE with IIM Bangalore and Reliance Certified Engineering Courses with IIT Mumbai.
49 In-house Development Centre at Infosys Infosys has established a training & development centre calld the “ global education centre (GEC) at Mysore in Karnataka.
50 A few statistics: GEC • A floor area of 9 A few statistics: GEC • A floor area of 9.6 lakh square ft as against the 2 lakh square feet of the Rashtrapati Bhawan • More than 13,500 fully air conditioned and wi fi enabled residential rooms, making it the single largest residential unit in the world, surpassing The Venetian at Macau • India’s biggest laundry with 175 individual washing machines • The largest investment in India of Rs1,600 crores on education in a single location, including Rs350 crores on this unit of the GEC • 50,000 students and professionals to be trained annually • World’s second largest synthetic tent structure to function as a food court to serve 2000 people simultaneously.
51 Management Succession Planning Succession planning is actually a process through which an organization plans for and appoints top-level executives.An organization forms an environment for the employees to expand their skills in anticipation of future possibilities through succession planning.