TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT
“FOR HIGHER PERFORMANCE”

GROWING EMPHASIS TO TRAINING & DEVELOPMENT
Rapid technological development. Managers often made to handle areas of responsibility different from specialisation. In the era of LPG there need to be change in management style. The entry of backward and under privileged leads to special training. If right candidate is not selected.

Facts About Training and Development
In the past training was for people who could be speared, by people who also could be speared. At present it has to be need based. Training is a continuous life long process. Training must be to achieve certain objectives. Training could be for learning hard skills or soft skill or both.

MANAGEMENT DEVELOPMENT
Management Development is an activity designed to improve the performance of existing managers, provide supply of managers to meet the need of organisations in future.

OBJECTIVES OF MDP To improve the job performance of managers currently in post Provide adequate cover in the event of unexpected short temp changes such as death, transfer, resignation or any other unanticipated development To raise the general level of management thinking and understanding in all branches and at all levels is the organisation Provide supply of managerial talent which can cop up with environmental changes etc.

To overhaul the management machinery.
To improve the performance of managers. To provide a specialist the insight into other departments. Prepare potential candidates for senior position. Morale boosting of managers. To keep executives abreast of changes and developments. To create management succession. To improve thought process and analytical abilities. To broaden the out look of executives. To stimulate creative thinking.

TO ACHIEVE THESE OBJECTIVES
Commitment and understanding by top management Cooperation in imparting knowledge and skill from senior and middle management An eagerness to learn at all levels This is what Japanese do, life long commitment for learning by all. Top managers in India consider beyond training Many Japanese CEOs sit behind workers to learn intricacies of welding

EACH MANAGEMENT JOB CALLS FOR
Background knowledge Knowledge of application Tool subject such as statistics or maths Management techniques such as sales analysis or CPM Management skills – Human relation and conceptual skills

Essential Ingredients of MDP
Analysis of Organisational present and development needs. Appraisal of present management talent. Inventory of management manpower. Planning of individual development programme. Establishment of development programme. Evaluation of the programme.

INSTRUMENTS OF DEVELOPMENT
Performance appraisal. Performance review discussion and counseling. Job rotation. Organisation development activities. Career development plan. Training. Periodic discussion and meetings.

PRINCIPLES OF DEVELOPMENT
All development is self development. Development is highly individual as no two persons are same. Individuals also develop due to his day to day experience on the job. It is a continuous process. It will be good for a trainer to remember these basic principles of development.

NEW CONCEPT OF TRAINING
Sl No The prevailing Concept The new concept 1 The acquisition of subject matter knowledge by participants leads to action Motivation and skills leads to action. Skills are acquired through practice. 2 The participants learn what the trainer teaches, Learning is simple function of the capacity of the participant to learn and ability of the trainer to teach. Learning is a complex function of motivation and capacity of the individual participant, the norms of the training group, the training methods and behaviour of trainer, and the general climate of the institution. 3 Individual action leads to improvement on the job. The improvement on job is a complex function of individual learning, the norms of the working group and the general climate of the organization. Individual learning unused, leads to frustration. 4 Training is the responsibility of training institute. It begins and ends with the course. Training is the responsibility of three partners, participants, their organization and training institution

PRINCIPLE OF LEARNING – THE BASIC QUESTION
How do people learn? Why to people learn? Why do some people learn faster than others? How could learning become more effective? These Qs keep bothering a trainer and answer is not very simple as human brain is very complex.

WHAT IS LEARNING? It is defined as a relatively permanent change in behavior, which occurs as a result of practice or experience. Not always good, it could be addition of information. It could be acquisition of new skills. It could also be change in behaviour.

TYPES OF LEARNING Classical conditioning (pairing of conditional and unconditional stimulus). Operant conditioning (In this reinforce is used). Cognitive learning(A change in the way information is processed as a result of experience a person has had.

IMPROVING LEARNING Level of motivation.
Feed back on learner’s effectiveness. Participation by learners (more so for skills like cycling, swimming). Successive approximation. Learning and efforts. Imitation and modeling Meaningfulness of material Transfer of training Learning to learn Theoretical vs practical Profile of the group Setting objective

TRAINING LOOP Identification of Training Needs
Develop Training Objectives Measure Training Results Design Training Curriculum Conduct Training Programme Design Training Methods Design Training Evaluation methodology

IDENTIFICATION OF TRAINING NEED
Training or training need = Skills required to perform given task efficiently--skills one posses at that movement. Hence 1st step is to identify training needs The success of Training and development programme will depend on ITN

INDICATORS OF TRAINING NEEDS
Complaints from staff Complaints from customers/clients Poor quality of work Frequent errors Inadequate recruiting process Large staff turnover Performance dates not met Conflict among staff New equipment/ systems

OTHER ISSUES THAT MAY ASSIST IN TNA
Accident report Company plan, policy or projection Exit interviews/ Questionnaire Error rate Complaints Absenteeism Quality control report Performance appraisals Observation, testing Job analysis

DATA NEEDED FOR TNI Job description of individual.
Job performance review. Potential of individual to grow. Managerial ability and traits required.

WHO TO FIND TNI ? Training manager. Line managers.
If TNI is wrong no use of conducting programme. Line manager must review the performance with correct intention of finding TNI. Hence ask. Do I know the present Job description of my subordinates? Do I know the problems faced by my subordinates in performing their job and how they deal with it?

Do I know how they deal with colleagues and subordinates?
Do I know his potential in relation to organisation needs? Do I know his strength and weakness in relation to job? If answer to above data is affirmative he should be in position to provide reliable data for TNI.

The need identification should be in consultation with the subordinate
It should be examined if training is best solution Often managers are nominated because they can be spared Hence OSDs are detailed and not the person actually need training

STEPS A CONSULTANT TAKES FOR TNA
Become familiar with the structure of the co Become familiar with the finances of the co Become familiar with the staff of the co Design a suitable questionnaire to establish train needs Follow up questionnaire with personal interview Establish whether the needs shown were training needs or management needs. Design Training to fill the gaps indicated Conduct training Evaluate training by observing behavioural and attitudinal changes

MAJOR SOURCES FOR IDENTIFYING TRAINING AND DEVELOPMENT NEEDS
Performance appraisal Identify expectation and actual performance Areas relating to knowledge, skills attitude and behaviour on job which need change can be specifically assessed It comes from employee himself or during discussion between him and superior

Annexure 3-I

Annexure 3-II

CAREER PLAN (Job Enrichment / Enlargement, Transfer, Promotional)
Based on career plan……. Training manager, employees and his superior meet and discuss the gap between his skills & requirement of future job. This could be for present and future job.

SYSTEM INTRODUCITON New systems and procedure, when introduced, call for intervention from T&D function. The level of skills of employees are assessed for new system and accordingly training need identified. Some will need more training than others.

THE LACUNA Many a times the programmes are designed on the basis of what can be given by training department then really needed. If training managers has the background of marketing he will be more inclined to that field. Hence organisations must have some body who can organise any type of training.

SOLUTION Constitute corporate training committee Headed by VP HR
Most of the senior line managers as members to ensure commitment to training Example I (page 18 – 21) Example II (page )

QUESTIONNAIRE METHOD When we need to identify for a large group
Questionnaire are generally sent to employees and his immediate superior to make it more objective Separate Questionnaire are made for different functions Each Questionnaire has sub section for example Marketing Questions on general marketing Questions on demand for casting Distribution Warehousing Market survey Advertising / publicity / PR Sales training International marketing etc (Note:- Design questionnaires for marketing / financial / operations)

INTERVIEW METHOD Normally used in the absence of appraisal system
A person from training department or outsider can be assigned this job Normally done when employee strength is small Interviewer must study job description of each manager, systems and procedure Question must be oriented to probe the weaknesses and strengths Distinguish between immediate needs and development needs The process must commence with detailed discussion with dept Mgr

CLASSIFYING EMPLOYEES
A model by Dr George Odiorne High Work Horses Starts 15% Job Performance Deadwoods 20% Problem Children Low Potential High Who should be trained more out of this four group & why?

Training Methods There are range of training methods
Each has its advantages and disadvantages Difference mainly lies in terms of trainees involvement in the process of learning Can be represented from least to maximum Choice of method is a matter of experience and competence of the instructor It also depend on levels of participants

Types of Training Methods
Training in the field, on the job Apprenticeship In plant training Craftsmanship Simulating real situation Role playing Business games In basket training

Laboratory training Sensitivity training – T group, L group Transactional analysis Sampling real life Incidents, case methods/ case studies

Individualised training or counseling
Practicing specific skills Reading and training or counseling Postal tuition Programmed instruction Discussion methods Syndicate method Seminar, conferences, colloquium symposium Lecture methods

Learning Effectiveness
By Hearing Seeing Hearing and Seeing Doing or Experiencing Touching Heaving a feel Soiling the hands Hearing/seeing/doing/ experiencing Sensory Organs Ears , mouth Eyes Ears/mouth/eyes Body % Effectiveness 30% 40% 50% 60% 80%

Principal of learning and choice of methods
1. Motivation High Medium Low Methods Business games, project assignment Lecture, group discussion case study Reading assignment Active involvement High Medium Low Methods Case study, business game, project assignment, role playing Group discussion, reading assignment Lecture

Individual approach High Medium Low Methods Project assignment Group discussion, case studies, business games, role playing reading assignment Lecture Sequencing & structuring High Medium Low Methods Project assignment Group discussion, case studies, business games, role playing reading assignment Group discussion and role playing

Lecture, reading assignment
Feed back High Medium Low Methods Business games, role playing Project assignment Group discussion case study Lecture, reading assignment Feed back on Soundness of decision behavioural pattern practical usefulness of learning Knowledge analytical ability -- Transfer High Medium Low Methods Project assignment Group discussion, case studies, business games, role playing reading assignment Lecture, reading assignment

Lecture Method One of the oldest most basic training method
Mode one teacher active, student passive, mode two both active and mode threes teacher passive students active Mode one is for lecture, other two modes for other methods

Planning lecture Who is your audience What is the purpose of talk
What is the time available What is the subject matter

Contents of the lecture
Introduction The body of the talk Develop logical steps Illustrate with examples, visual aids Start with simple concepts and progressively move towards difficult ones Conclusion Tell what you are going to tell Tell it Then tell what you have told

Delivering lecture Setting the scene – Arrive in time to check every thing is in place Posture – Mainly standing and maintaining eye contact Appearance – Nothing out of harmany Manners – Courteous and since and enthusiastic Gestures Vocabulary

Advantages Good for passing information which are not with the students Large no in limited time can be covered Good for basic theoretical knowledge When gist of research work is to be communicated

Disadvantages Spirit of inquiry curbed
The relationship between teacher and student is 1:1 Not good with experienced people It produces staleness and monotony Teachers are not aware of thoughtm process of students Flexibility with reference to participants reaction is low Farthest from reality

Improving effectiveness of lecture method
Make presentation for 20 to 25 minutes, then participate for 10 to 15 minutes through discussion, question answer session and an exercise. Divide your period into two parts of 1 ½ hrs each 1st part for concepts 2nd part for case study on same. Annexure 4.1-1 Annexure 4.1-2

The case method Excellent medium for developing analytical skill.
Started by Harvard business school. Some of the prestigious ones which strongly believe in case method are Asian Institute of Management, Manila and II M Ahmedabad

What is case ? A written description of an actual situation in business which provokes in the readers the need to decide what is going on, what the situation really is or what the problems are and what can and should be done? or A case is an objective description of a “real life” business situation in which executive are required to take action and are responsible for results.

Case technology (see on page 50)

How is the case used? Most institutes use it for class room discussion
Some also insist on written analysis of cases as is required to be done in real life business situation

Preparation for the case
For available data. For identifying major issue. Exploring alternate course of action. Finally making decision based on analysis. It is a dynamic and useful approach for learning. Syndicates of 6 to 7 students is made. These syndicates separately discuss and analyse. All syndicates present their view point in front of whole class.

Steps in case analysis It is important as doctors diagnosis
Define the problem in the case – most difficult part of case process It is important as doctors diagnosis Trainer should act as facilitator but never define the problem Set objective for problem solution Out line alternative course of actions Case conclusion

Important questions during case analysis
What is going on here? What are their possible effect? Is there a problem at all? What precisely is the problem? What has caused it? Are we looking at causes or symptoms? What are the main issues? Why are the issues important? Whose problem is it? What precisely are his objectives? What should he try to do now? What possible courses of action are open? How realistic are the actions proposed?

Writing a business case
Select the type of problem and enterprise form which the material will be obtained Observe and collect data Write case Clear the case Confirm usefulness of the case as teaching material

Syndicate method Working in a small group to achieve a particular purpose Participants learn from each other and contribute their experience To reflect critically own his own work and experience To update his knowledge of new concepts and techniques with the help of co-participants To develop sound judgment through greater insight into human behaviour This is useful only for experienced executives

Mechanics of method Participants are divided into syndicates
Each syndicate functions as team from different interest Each syndicate is given assignment which have to be finished and report submitted by specified date and time By rotation each member becomes leader. Each member also becomes a secretary Each assignment is given in the format of brief Each syndicate has one directing staff who ensures fair opportunities for each member Report of each syndicate is circulated to other syndicates for comments Finally chairman/leader of each syndicate makes presentation in joint session

Advantages It secures a very high level of involvement
It is a very good process of self education and development It leads to critical thinking by participants Practice of communicating Resulting in broad minded realistic approach

Disadvantages If directing staff does not do his job properly it may be waste of time Poor structure of syndicate can lead to waste of time Some participants may not show proper interest if proper pressure is not maintained

Business games characteristics
Learn while playing the game. It is relevant to the situation in the industry Business games help in reducing department loyalty conflicts This is important for the growth and prosperity of an organisation

Definition It is a simulation which consists of sequential decision making exercises, structured around a hypothetical model of an organisation’s operations in which participants assume rolls in managing the simulated operations. As it is simulation, there is no loss the organisation, in case mistakes are made by participants.

Types of business games
1) By coverage Total enterprise games Functional games Other specialist games 2) By competitive element Interacting games Non interacting games 3) By processing of results Computer games Non computer games

Advantages They are able to demonstrate some very broad but vital facets of organisational life. It helps in changing attitude. It provides experience in application of statistical and analytical method. Learning more effective due to active participation .

Disadvantages Costly method. It may become a game to be won only.
Some games may be two simplified model of recently. Some people may consider it as game to be played.

How to run a business game?
Briefing the group First run by participants First feed back Publication of information on results achieved Repeat rounds End of the game Evaluation

Trainers role He should have complete understanding of the game
Clearly explain to all participants Be alert to handle any situation Give feed back quickly Plan conduct of game carefully Keep complete situation under control Steer the discussion to productive channel of learning Do not declare winners Compare with real life situation where possible See that objectives are met

Role play method Active participation
Participant act out to the actual or imagining situation Act out is followed by discussion and analysis

Unique values of role playing
Role playing experience demonstrates the gap between thinking and doing It makes if clear that good human relation requires skills Attitudinal changes effectively achieved Sensitive to others feeling Each person is able to discover to his own personal fault It permits training in control of feelings and emotions

Single role play (structured)
Two or three persons play the role. This allows the entire class to examine in depth all the dynamics and complexities Some players tend to feel embarrassed It makes to difficult for trainer to handle negative comments

Multiple role play (structured)
All trainees are players A class is divided into groups and each player of group is given written role or an assignment as observer It allows all members to participate Varity of conclusion can be drown by various players Cases no embracement to any player

Spontaneous role play Used more often to help participant acquire an insight into his own problem The trainer elicit some problem from group itself and does not use written material

Steps in role playing process
The warm up The enactment Post enactment discussion

In basket exercise It is a simulation of manager’s work load on a given day. It is driven from ‘IN’ & ‘OUT’ trays found on the table of executive More prominent in govt offices

Methodology Participant is required to assume the role of a manager in an organisaiton He is given problems in the form of letters, memos and memoranda All put in the in tray of participant Participant to read papers and take appropriate action in limited time In order to complete assignment in time, player to set priority, delegates to others etc Participant has to write notes and memos to complete the exercise Participant may be made to explain his action to other players

Design of In basket exercise
Prepare set of instructions for the participant Prepare contents of IN Basket Prepare notes for the guidance of trainer

Advantages It is rooted in the real life situation of the corporate world It enhance the skills in decision making and problem solving Can be designed for a particular managerial position It can be modified as per level of participants Very good for specific skills

Disadvantages Expensive to conduct and administer
It is essentially individual

How to run in basket? Trainer to explain Distribute instructions
Ask questions till understood Distribute contents of in basket Fix time limit Allow discussion once time is up

Experiential learning techniques
It is an action oriented behavioural situation. Participants generate their own data about each of the key concepts to be studied. I hear and I forget. I see and I remember. I do and I understand. (Confucius) It is a process of making meaning from direct experience. Learning through reflection on doing. Ex- Going to Zoo and learning through observation as against learning from books. It requires no teacher but requires self initiative and self evaluation.

Sensitivity training It provides participants an opportunity to actually experience some concepts of managements just as a manager would experience them in his organizational situation. It is a group training method that uses intensive participation and immediate feed back for self analysis and change. Participants remains involved and enthusiastic. Reasonability of learning lies on self, so positive efforts. It increases sensitivity and awareness towards others and their style. It helps in understanding how conflict arises and are resolved. As the name suggest training aims at developing sensitivity within people towards thoughts, feeling and behaviour of other persons.

T- Group It leads to understanding of self and contribute towards organizational change and development through training in attitudinal changes It can relieve from long harboured feelings of quilt and maintaining temporary sense of well being T – groups are classified into stranger group, family groups and cousin groups.

Method of conducting T-groups
It consists of 8 to 15 persons,. Data developed are here and now. T- Group process concentrate on the present with total exclusion of past. Psychological health of participants is essential, a person who cannot take criticism and become angry or over anxious hear them is unsuitable. Heterogeneous group of persons are better than homogenous

Feed back It should be honest.
State in behavioural terms. It should be descriptive not evaluative. Keep it timely immediate and direct. It should be based on behaviour exhibited in group and not on any thing else. It should be constrictive and not to criticize

exercise Class to make a group and sit in a circle.
Each participant to narrate his/her goal in life. Other participants to make comments indicating why that goal is suitable or not suitable.

Sensitivity training through TA
As per TA theory there are three ego states in which a person operates at any given time As per analysis of human behaviour based on ego states, Dr Eric Brine confirms that most of the personality of a person is build by the age of 5 In TA Training while people are discussing a particular subject a trainer by observing behaviour of each person is able to make out weather he is operating from child, adult or parent ego state and what is most desirable. (Exercise)

Exercise Two of the participants to discuss on management education in India. Others to observe them and find out how each is operating from different ego states. On completion of discussion observers should narrate their observation.

Sensitivity training through fish bowl exercise
Objectives To inculcate in participants the discipline of observing others and giving constrictive feedback To learn about oneself, one’s behaviour and personality as seen through the eyes of others

Aspects to which fish bowl exercise can be put to use
Individual and group behaviour Contents of communication Roles individual play in groups Inter group conflicts Dynamics of groups problem solving Decision making Inter personal relations

Other aspects are Method of conducting exercise Around 25 people
Inner circle participate (target group) Cluster circle, observes behaviour and provides feedback Change positions of inner and outer circle Role of trainer Feedback method (Let us do it)

Audio visual aids Black boards Flip charts Magnetic boards
Over head projects Slide projector Computer based projectors

Visual colours As per ILO training handbook colours rank in order of attraction:- Orange (ii) Red (iii) Blue (iv) Black (v) Green (vi) Yellow (vii) Violet (viii) Grey Preference Order Blue (ii) Red (iii) Green (iv) Voilet (vi) Orange (vii) Yellow Visual should be simple written in bold letter Each slide should have six points max.

Films It stimulates interest Students observe more and remember more
It can be used showing human relation, demonstrating selling technique and many other aspect Film can be used in parts as clips (Ex)

Designing training programmes
Training is the gap between skills knowledge required to perform efficiently and skills knowledge one posses( add more)

Training situation check list
( tick for your organisation) Employee turnover in my area is higher than in others organisation. High absenteeism. Overtime seems to be increasing faster than increase in work load. Customer complaints are on the increase. To many grievances and complaints from employees. The moral of employees is lower than desired.

Continue The error rate too high. Many new employee not fully trained.
Output is much less than expected. Some employees seems to be disinterested in certain tasks. There are employees who can shoulder greater responsibility. Some of the employees are not able to follow new procedures or technology. Above checklist indicate that every organisation will tick mark many. However it will depend on what objectives are set by apex bodies.

Seven Steps for setting training objectives
Write down the nature of job for which training is to be done. Then include quality and quantity standards that is going to be achieved from training programmme. Equipment, procedure and criteria are needed Alter / improve your training objectives if required

What training is not? It is not for providing a break.
It is not the way of recognising good performance. It is not the part of reward or incentive system

Training is quite relevant in the following areas
New employees Operational improvement Operational problems Employees development

New employees Decide how many employees would be joining your dept?
Specific task or job employee will be doing. How many employees will be transferred from other departments to your’s and what would be their job? Who will be best to train them? Effective job trainers should have to following qualities Good communicator. Able to relate well with people. They should be enthusiastic abut their work. They should be knowledgeable to command respect.

Operational problem For defining operational problem following to be answered Where the problem is occurring? What kind of problem it is? How big the problem is? How long the problem has persuaded? No of people affected. Reduction in overall performance by this problem.

Employee development Development of employees for future responsibility is a long term process. Hence it should not be taken lightly. All high performers should receive some developmental training. Do not dump so much growth mental training on high performer that it effects his present job. Do not show favour to high performance. Sample training programmes (124 – 130)

Conducting Training Programmes.
You should appoint programme coordinator. You could also appoint programme director. The programme director could be from that specilisation from which max. participants are there. They should Choose right faculty for the programme Faculty could be some manager or from outside.

There should be stand by trainers who could be called upon at short notice
Correct experience and number of trainees should be selected. The curriculum should be designed in such away that max utilisation of resources is made. Availability of training material Timing and sequence should be as per objective of the programme Suitable location Physical facilities and training equipments

Check of list by programme coordinator. Page 133
Hard copy given to you.

EVALUATION OF TRAINING
Types of training evaluation Context evaluation Input evaluation Out come evaluation Immediate out come Intermediate out come Long term out come Important What needs to be changed What procedure most likely to bring about this change What evidence is there that change has occurred

Purpose of Evaluation To find out the extent to which objectives achieved. To examine if course contents are relevant. To evaluate general atmosphere in the class. To assess the efficacy of the training methods. To study the extent of participation by the trainees. To see that instruction are conducted as planned. To assess the motivation level of training department.

Area of Evaluation Contents:- Methodology:-
To what extent contents were relevant to objectives. Were the contents given adequate coverage? Was the sequencing proper? Methodology:- Methods used were useful and relevant. Was there a variation in methods for effectiveness.

Facilities:- Resource persons:- Behavioural Change:-
Did the facilities create conducive environment for learning? Resource persons:- General bearing of trainer. If he/she has the desired skills? His body language and pronounces. Behavioural Change:- Is there a positive improvement in behaviour of trainees?

Kirkpatrick’s Model Of Evaluation
Step -1 Reaction - How well the trainees like the programme. Step -2 Learning - what principles, facts & figures were learnt. Step -3 Behavior - What changes in job behaviour resulted Step -4 Results – What are the tangible results.

The sequence of Training Activities
Organization of Identified Potential Training Need Task / Data Analysis Establish Training & Objectives Reporting Result Evaluation Activities Training Planning Evaluating the Training Staff Information Break Down Learning Out lines Evaluating the Training Programmes Selction & Design of Evaluation methods During the Training Evaluating the Learners Scheduling / Training

Techniques of Evaluation
Reaction stage Observation Interview Questionnaire Rating scale - 1, 2, 3, 4, 5, 5, 7, Learning stage Knowledge learning Skill learning Attitude learning Job behaviour change Results

Specimen of evaluation forms
Given to you

Innovation in Training
Industrial revolution give emphasis to production. A manufacturer was converting raw material in finished products. A trainer started converting raw human being into developed hence training days become important. Now we need to draw an analogy between seed and human resources facilitate. New method Grid seminar SSL technology Modular programmes by ILO Walk about

INDICATORS OF TRAINING NEEDS
Complaints from staff Complaints from customers/clients Poor quality of work Frequent errors Inadequate recruiting process Large staff turnover Performance dates not met Conflict among staff New equipment/ systems

TRAINING AND DEVELOPMENT

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