Amity Business School Amity School of Business BBA, SEMESTER V FUNDAMENTALS OF TRAINING AND DEVELOPMENT Ms. Jayashree Sapra

MODULE I Introduction: Meaning and Definition of Training; Training vs Education and Development; Culture and Context Introduction to Training Strategy.

TRAINING Training means giving new or present employees the skills they need to perform their jobs. In any case training is a hallmark of good management. Having high potential employees doesn’t guarantee they’ll succeed, instead they must know what and how the organization want them to do.

DEFINITION OF TRAINING “Training and Development is 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.” The need for Training and Development is determined by the employee’s performance deficiency.

Training Increases knowledge and skills for doing a particular job. Bridges gap between job needs and employee skills, knowledge and behaviour. Focus attention on current job. It is job specific. Concentrates on individual employee- changing what employees know how they work, their attitude towards work and interaction with those around. Tends to be more narrowly focused and oriented towards short term performance concerns.

SUPERVISION & LOW ACCIDENT RATES IMPORTANCE OF TRG. INCREASED EFFICIENCY BETTER QUALITY OF LIFE MORALE & MOTIVATION OF EMPLOYEE EMPLOYEE RETENTION CAREER ADVANCEMENT LESS LEARNING PERIOD IN TECHNOLOGY INTRO. OF NEW STRATEGIES & WORKING METHODS IN THE ORG. ORG. CAPABILITY REDUCED SUPERVISION & LOW ACCIDENT RATES

Training and Development Effort initiated by an organization to foster learning among its members. Tends to be narrowly focused and oriented toward short-term performance concerns. Development Effort that is oriented more toward broadening an individual’s skills for the future responsibilities.

Difference between Training and Development Training is a one time affair while development is an ongoing process. Training is for imparting a particular skill in an employee while development is for the overall personality development of an individual. Training is reactive while development is proactive. Training is for workers while development is for executives.

Nature of Training & Development Continous effort designed to improve employee and organizational performance. Training is imparting specific skills to employees. These skills may be technical, social or behavioral (soft skills). Training = Altering behavior Development = Increasing Knowledge Learning = Permanent Change in behavior. Education = Theoretical Learning in Class rooms

Training and Development Meant for operatives. 2. Focus on current jobs. 3. Goal is to fulfill current skill deficit. 4. Initiated by management. 5. Relates to specific job related information. 6. Time frame is short term. Meant for executives. Focus on future jobs. Prepare for future work demands. Initiated by individuals. Relates to general and overall knowledge. Time frame is long term.

Training and Education Training – 1. Application 2. Job Experience 3. Specific Tasks 4. Narrow Perspective Education – 1. Theoretical Orientation 2. Classroom Learning 3. General Concepts 4. Broad Perspective

TRAINING DEVELOPMENT EDUCATION/ TEACHING APPLICATION ORIENTED OVERALL DEV. ORIENTED. THEORITICAL ORIENTATION SHORT-TERM PROCESS. CONTINUOUS, NEVER-ENDING PROCESS. LONG-TERM PROCESS. RELATED TO PRESENT JOB. NOT RELATED TO ANY SPECIFIC JOB. DIRECTED TOWARDS FUTURE OF AN INDIVIDUAL. TRG. EFFORTS CAN BE MONITORED AND ASSESED. DIFFICULT TO MONITOR HOW IND. IS USING THE ACQUIRED KNOWLEDGE. RELATED TO TECHNICAL SKILLS AND LEARNING. RELATED TO ATTITUDINAL AND BEHAVIOURAL DEV. RELATED TO IDEOLOGY AND SOCIAL,CULTURAL VALUES. INDIVIDUALS COME TOGETHER AND DISPERSE AFTER TRG. IS GIVEN. FURTHER CONTACT MAY OR MAY NOT BE MAINTAINED. SUSTAINED INTERACTION OVER A LONG PERIOD OF TIME IS POSSIBLE.

Reasons For Training Turnover Change in workplace or any other program Needs of organization or personnel Implementation of new system Environmental requirement Employees promotion and advancement Performance improvement

Benefits of T&D – Organization Level Increased quality or quantity of work performance. Increase Knowledge, skills and attitudes. Aids in development for promotion from within. Decrease accidents Decrease cost of management Decrease absenteeism and turnover rates. Increase work effectiveness Increase efficiency and productivity. Foster good culture and climate. Increase competitive advantageous. Helps employees adjust to change

Benefits to Individual Making better decisions and effective problem solving Motivational variables of recognition, achievement, growth, responsibility and advancement Self development and self confidence Helps a person handle stress, tension, frustration and conflict Improves leadership, knowledge, communication skills and attitudes Increases job satisfaction and recognition Provides an avenue for growth and his/her own future Helps eliminate fear in attempting new tasks

Benefits in Human Relations Improves communication between groups and individuals Builds cohesiveness in groups Improves interpersonal skills Makes the organization a better place to work and live

Training Strategy A mission describes what the organization wants to accomplish; strategies define how the organization will go about doing so. Without a strategic plan, Training is likely to be managed in a haphazard manner, its resources underutilized, and its full strategic value not realized

INTERNAL AND EXTERNAL TRAINING STRATEGY Amity Business School INTERNAL AND EXTERNAL TRAINING STRATEGY The success of a competitive strategy is contingent on the demands of the external environment and factors internal to the organization. Strategy is the process of making internal adjustments to accommodate the demands of the external environment.

Training strategy needs to be both externally and internally focused. external training strategy is concerned with the factors such as what products or services market demands and what competitors are doing. Internal Training Strategy address issues such as organizational culture, design, division of labor, innovation etc

Proactive and Reactive Training Strategy A proactive training strategy require a more formalised process involving sophisticated analytical and decision making tools. It is proactive because it is a deliberate process to determine how the organization should respond to the anticipated training needs.

Reactive training evolve in reaction to short term training needs Reactive training evolve in reaction to short term training needs. In a reactive training less formal analysis and planning occur and more attention is focused on the immediate future

FACTORS IN THE SELECTION OF A TRAINING STRATEGY Factors external to the organization- External training providers Law and regulations Training technology Economic conditions

Factors internal to the organization- Organizational business strategies HR strategies Organizational culture

Strategic T&D Process Business Strategy Strategic Training and Development Initiatives Training and Development Activities Metrics that show value of Training

Business Strategy – mission, values, goals Strategic T&D initiatives – diversify the learning portfolio, improve customer service, accelerate the pace of employee learning, capture and share knowledge. T&D Activities – use web based training, make development programme mandatory, develop websites for knowledge sharing, increase amount of customer service training.

Metrics that show value of training – learning, performance improvement, reduced customer complaints, reduced turnover, employee satisfaction.