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“ TRAINING AND DEVELOPMENT ” is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in.

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Presentation on theme: "“ TRAINING AND DEVELOPMENT ” is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in."— Presentation transcript:

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2 “ TRAINING AND DEVELOPMENT ” is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

3 Training and Development and Other HRM Functions Training may permit hiring less-qualified applicants SelectionSelection Effective selection may reduce training needs Training aids in the achievement of performance Performance Appraisal A basis for assessing training needs and results Training and development may lead to higher pay Compensation Management A basis for determining employee’s rate of pay Availability of training can aid in recruitment RecruitmentRecruitment Provide an additional source of trainees Training may include a role for the union Labor Relations Union cooperation can facilitate training efforts

4 TRAINING Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees. It is an attempt to improve current or future employee performance by increasing an employee’s ability to perform thru learning, usually by changing the employee’s attitude or increasing his or her skills & knowledge.

5 Training is an on-going process. Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover.

6 Features of Training  Increases knowledge and skills for doing a particular job  Focuses attention on the individual job  Concentrates on individual employees  Gives importance to short term performance

7 7 Need/purpose for training  helps new recruits to perform assigned tasks effectively  helps existing employees to prepare for higher level jobs  enables existing employees to keep in touch with latest developments  permits employees to cope with changes brought in by frequent transfers  makes employees more versatile, mobile, flexible and useful to the organisation

8 8  bridges the gap what the employee has and what the job demands  To increase productivity.  To improve quality—better informed workers are less likely to make operational mistakes.  To help a Co. fulfill its future HR needs.  To improve org.al climate. Well planned trg. prg. Prodn & quality financial incentives & promotions

9 9  To increase health & safety—trg. prevents accidents.  Obsolesce prevention—trg. increases initiation & creativity  Personal growth

10 Objectives of training

11 Responsibility for training Top mgmt. – which frames the training. Policy HR department – which plans, establishes & evaluates instructional programs. Supervisors – who implement & apply dev. Procedure Employees – who provide feedback, revision & suggestions

12 Types of Training On-the jobOff-the job

13 On-the-job Training Methods Coaching: Here the supervisor explains things and answers questions; throws light on why things are done the way they are; offers a model for trainees to copy, conducts lot of decision making meetings, and allows trainees freedom to commit mistakes and learn.Coaching, thus, requires lot of teaching skills. Job Rotation: This kind of training involves the movement of trainee from one job to another. The idea behind this is to give managers the required diversified skills and a broader outlook.

14 Role playing: This is a development technique requiring the trainee to assume a role in a given situation and act out behaviours associated with that role. Involves realistic behavior in imaginary situations. Involves acting, doing, & practice. Helps in developing interpersonal interactions & relations. Participants may play the role of production manager, superintendents etc.

15 Job Instruction Technique: This is training directly received on the job. Here the trainee receives an overview of the job. The trainer actually demonstrates the job and the trainee is asked to copy the trainer’s way. The trainee, finally, tries to perform the job independently.

16 Off-the-job Training Methods Sensitivity Training: This is a method of changing behavior through unstructured group interaction. (also known as T-group training, where T stands for training) Features of T-group training  T-Group consists of 10-12 persons.  A leader acts as a catalyst and provides a free and open environment for discussion  There is no specified agenda  Members express their ideas, feelings and thoughts freely and openly  The focus is on behaviour rather than on duties  The aim is to achieve behaviour effectiveness in transactions with one's environment

17 17  Apprenticeship training: Most craft workers such as plumbers, carpenters,machinist,tool maker,electrician etc are trained through formal apprenticeship programmes. the trainees are put under the guidance master typically for 2-5 years. In trg. Institutes eg. ITIs (industrial trg. Institute)

18 18 Internship trg. Joint prg. of trg. in which educational institutions & business firms cooperate Selected candidates carry on regular studies for prescribed period. Also work in factory/ office to acquire practical knowledge & skills Involves long time Eg. MBBS, CA

19 Lectures: Lectures are formal presentations on a topic by an experienced and knowledgeable person. The presentation is generally supported by discussions, case studies, audio-visual aids and film shows.

20 Case Study: The participant is asked to take up a simulated business problem and take appropriate decisions. Vestibule Training: It occurs off the job on equipment or methods that are highly similar to those used on the job. Duplicate on the job situations in a co.s classroom. Trainee can concentrate on learning new skill rather than performing on actual job. Good for semi-skilled /clerical personnel especially many employees have to be trained for the same kind of work.

21 Conferences: A conference is a meeting of people to discuss a subject of common interest. The participants exchange notes, opinions and ideas on the subject in a systematic and planner manner.

22 TRAINING PROCESS

23 Evaluation of A Training Programme Training can be evaluated at five levels: reaction, learning, behavior, organization and results. Important decision points in training evaluation may be listed thus;

24 24  Should an evaluation be made?  Who should evaluate?  What is the purpose of evaluation?  What will be measured?  How comprehensive will the evaluation be?  Who has the authority and responsibility?  What are the sources of data?  How will the data be collected and evaluated?  How will the data be analysed and reported?

25 25 Methods of evaluation  Questionnaires  Tests  Interviews  Studies  Cost benefit analysis  Feedback.

26 Development The basic purpose of development is to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. Training certainly helps in improving job- related skills but when the intent is to enhance executives’ ability to handle diverse jobs and prepare them for future challenges the focus must shift to executive development.

27 Features of executive development  It is a planned effort to improve executives’ ability to handle a variety of assignments  It is not a one-shot deal, but a continuous, ongoing activity  It aims at improving the total personality of an executive  It aims at meeting future needs unlike training, which seeks to meet current needs  It is a long term process, as managers take time to acquire and improve their capabilities  It is proactive in nature as it focuses attention on the present as well as future requirements of both the organization and the individual

28  Invaluable investment in the long run as it helps managers to acquire requisite knowledge, skills and abilities needed to handle complex situations in business  Enables executives to realize their own career goals and aspirations  Helps executives to step into superior positions easily  Assists executives in enhancing their people-management skills, taking a holistic view of various problems. Importance of executive development

29 Executive Development Process Analysis of organizational development needs Appraisal of present managerial capabilities Inventory of executive talent (in terms of age, service, education, experience etc Planning of individual development programmes Devising appropriate development programmes Evaluating results

30 Training vs. executive development

31 Methods of executive development

32  In-basket exercise: The trainee is asked to look into a number of papers such as memoranda, reports, telephone messages that typically confront a manager and respond appropriately.  Business games: It is a learning exercise representing a real-life situation where trainees compete with each other to achieve specific objectives. Methods/techniques

33  On the job experience: This is a kind of class room learning where the trainee learns by actually doing things under the supervision of an experienced supervisor. Such methods are highly useful for certain groups like scientific and technical personnel  Behaviour modelling: This is an approach that demonstrates desired behaviour and gives trainees the chance to practice and role-play those behaviours and receive feedback.  Coaching: This is a development activity in which a supervisor plays an active role in imparting job knowledge and skills to the trainee. For effective coaching, a healthy and open relationship must exist between employees and their supervisors. Methods/techniques

34  Understudy: This is a development method wherein potential managers are given the chance to temporarily relieve an experienced manager of part of hi job and act as his substitute during the period, giving him vital insights into the overall job that would make him the automatic choice in the succession process.  Multiple management: It is a system in which permanent advisory committees of managers study problems of the company (thereby gaining first hand experience of various important aspects of business) and make recommendations to higher management. Methods/techniques

35  Special courses, meetings, readings: In addition to the above, managers could also benefit by attending workshops organised by academic institutions, attending special meetings organised by various government and voluntary organisations and by reading specific articles relevant to their respective fields.  Special projects: In this method, a trainee is put on a project closely related to the objectives of the department.  Committee assignment: In this method, an adhoc committee is appointed to discuss, evaluate and offer suggestions relating to an important aspect of business.  Conferences: A conference is a meeting of people to discuss a subject of common interest. The participants exchange notes, opinions and ideas on the subject in a systematic and planner manner. Methods/techniques

36  Lectures: Lectures are formal presentations on a topic by an experienced and knowledgeable person. The presentation is generally supported by discussions, case studies, audio-visual aids and film shows.  Group discussion: In this method, papers are presented by two or three trainees on a selected topic, followed by thought- provoking discussions.  Programmed instruction: This is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise. Methods/techniques

37 Selection Of A Suitable Method While choosing a specific method, the following guidelines might be kept in mind Suitability of executive development techniques

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