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

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

3. 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.

4. 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.

5. 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.

6. 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

7. 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.

8. 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.

9. 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

10. 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.

11. 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

12. 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.

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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.

19. 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

20. 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.

21. 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

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

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

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

25. 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.

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