1. Training & Development comparison

2. Key terms
Development: the growth or realisation of a person's ability and potential through the provision of learning and educational experiences.
Training: The planned & systematic modification of behaviour through learning events, programmes, and instruction which enable individuals to achieve the levels of knowledge, skills and competence to carry out their work effectively.
Learning: Learning is relatively permanent changes in behaviour that occurs as a result of practice or experience.
Education: The development of Knowledge, values and understanding required in all aspects of life rather than the knowledge and skills relating to particular areas of activity.

3. The goal of training is for employees to:
Training – refers to a planned effort by a company to facilitate employees’ learning of job-related competencies
The goal of training is for employees to:
master the knowledge, skill, and behaviors emphasized in training programs, and
apply them to their day-to-day activities

4. Training & Development
Present
jobs
Training
Development
Future jobs

5. Training & Development comparison
Process designed to impart learning experience in order to help employees acquire skills and competencies for future responsibilities / intended job
Impart managerial skills
Focus on broad range of skills applicable more generally across different situations
Directed towards managerial personnel
future focussed , long term perspective
Activity designed to be a continuous process
Training
Process bringing about relatively permanent change in employee skills, knowledge, attitude, or behaviour to improve their performance on current job
Imparts technical skills
Focus on small number of Tech. skills specific to current job
Directed towards non management personnel
Present focus short term
Activity designed to manage an existing performance problem

6. Training & Development Some examples
Program on improving decisional making skills
Programme on Improving analytical skills
Workshop on improving interpersonal effectiveness
Out bond training program on conflict management and problem solving
Participation in work shops and seminars
Workshop on culture and change management.
Training
Training on newly introduced soft ware
Training on wastage reduction
Training on new machinery
Training programme for newly implemented / changed business process
Training program for reducing absentism
Training on presentation skills to sales man

7. Importance of training
Global competition and flatter organizational structures require multi-skilled employees( mergers & acquisitions)
Focus on life-long learning
Diverse employees with varying cultural values
Developments in information technology require new skills and training strategies
Increased motivation
Individual goals equating with those of the organisation
Employee mobility
Restructuring
Work redesign
Social benefits
Newly acquired skills for future use

8. Purpose of Training & Development
Performance improvement
Updating skills
Solving problems
New employee orientation
Preparation for promotion
Opportunities for personal growth

9. Training and Performance
Emphasis on high-leverage training has been accompanied by a movement to link training to performance improvement
Training is used to improve employee performance
This leads to improved business results
Providing educational opportunities for all employees
An on-going process of performance improvement that is directly measurable
not one-time training events
The need to demonstrate the benefits of training
to executives, managers, and trainees

10. Updating skills Solving problems Fast technological advancements
Short-lived technologies
To prevent obsolesce
Meeting environmental and business challenges
Solving problems
Scheduling
Inventorying
High Wastage
Absenteeism
Employee turnover

11. New employee orientation
Socialization of new employees
Introduce them to vision, mission, value snad culture of the organisaion
Make them familiar with policies, rules regulations, procedures
Acquainting them with machinery and tools they have to work with
Preparation for promotion
Training for movement in organisaitonal hierarchy
Succession planning

12. Opportunities for personal growth
Realization of potential
Enhancing employability and market value
Better career and growth opportunities

13. Benefits of Training & Development
Organisational Benefits
Increase human capital of organisation
Increased efficiency and profitability
Enhanced productivity
Reduced employee turnover( voluntary)
Reduced involuntary turnovers ( termination due to skill deficiency)
Makes employee more accountable as they gain knowledge and skills
Employee benefits
Improved performance
Increased in employability( As skilled workers are seen as more attractive by competitors)
Enhanced motivation & morale
Job become more rewarding & satisfying
Opportunity for upward mobility in the firm
Customer benefits Better quality of product and services

14. BENEFITS OF T&D TO ORGANISATIONS
Provision of trained human resources
Improvements of existing skills
Increased employee knowledge
Improved job performance
Improved customer service
Greater staff commitment
Increased value of the organisation's human assets
The personal development of employees

15. T & D Process Training need analysis Organiosational goals
Organisational Analysis
Job/task analysis
Person analysis
Organiosational goals
and objectives
Gap between skills required
and skills available
Other action required
( Hiring , job redesign etc.
Need for T & D
Selection of trainees
Programme design & development
Training goals and objectives
Selection of trainee
Selection of trainer
Selection of Method
Criteria for evaluation
Implementation
Monitoring progress
Evaluation of T&D:
Reaction,
Learning ,
Behaviour
Result

16. Training need analysis
Organisational analysis:
Examination of environment ,strategies, organisational goals, resources of orgn., performance data, personnel inventories
To determine where the training emphasis should be placed in the organisation.
Job Analysis:
Analysis of job description and job specification to determine the content of the training programme to ensure that the trainee perform well on job. ( competencies required)
Person Analysis:
To determine which employee needs training and which do not

17. The Training System Needs Assessment Training Evaluation Objectives
Implementation

18. Methods of training On the job training method Off the job methods
Employee is placed in the real work situation
Employee learn through actual practice and experience
Experienced employee or supervisor demonstrate the job and teaches the trick of trade
Employee learn by doing job.
Off the job methods
Employee learn by listening or by observing others in a learning situation away from work
Conceptual knowledge and certain skills are learned in this way
This method supplements the experience gained through on the job training

20. Training Techniques On-the-job Off-the-job Job rotation
Apprenticeships
Coaching
Mentoring
Delegation by supervisor
Work shadowing
Lectures & videos
Vestibule training
Role-playing/Cases
Simulation
Self-Study & Programmed
Computer-based (CBT)
Virtual reality
Internet/Web-based/Intranet
Video-conferencing

21. On the job training advantages and disadvantages
Generally most cost-effective
employees are actually productive
opportunity to learn whilst doing
Training alongside real colleagues
Disadvantages
Quality depends on ability of trainer and time available
Bad habits might be passed on
Learning environment may not be conducive Potential disruption to production

22. Off the job training advantages and disadvantages
range of skills or qualifications can be obtained
Can learn from outside specialists or experts
Employees can be more confident when starting job
Disadvantages
More expensive – e.g. transport and accommodation
Lost working time and potential output from employee
New employees may still need some induction training
Employees now have new skills/qualifications and may leave for better jobs

23. On-the-job of Training
Apprentice ship:
Trainee work under close supervision of an expert or experienced person
Suitable and conducted for technical trade where proficiency results after fairly longer training on the job
Trainee earn stipend
learning on Both theoretical and practical aspects of job
Job Instruction:
Experience employee teaches the job to new employee in a step by step manner
Preparation of the learner
Presentation of skills or knowledge
Performance try out by learner
Follow-up by trainer to assess learning

24. On-the-job Development Methods
Coaching:
Trainee works directly with person he/ she has to replace.
Responsibilities are shifted gradually i.e. trainee perform some part and trainer perform remaining and gradually trainee perform major part and trainer perform minor part
In this process learns the complexities / details of the job
The superior points out the mistakes & gives suggestions for improvement.
Job Rotation:
Individual is rotated moved through on various jobs in same department
It broaden their understanding of different aspect of business and department as well.
It involve horizontal movement of employees
It is usually used to prepare employees for assuming greater responsibilities after promotion
Work for preparing a varied jobs and developing multi skill employees.

25. On-the-job Development Methods contd.
Internship
Students perusing technical course in collage are give an opportunity to have knowledge of real life work situations
Students are paid stipend during internship
Help to get the project or work done at lower cost and also giving hands on exposure to students
Special committee / assignments
Trainee is assigned to a committee constituted for a special task and perform various tasks as task force member.
Trainee learn by being directly working on a problem or working on task and also by observing others closely
It allows employee to share in decision making
Allows employee grow comprehensively

26. Off-the-job Training & Development Methods
Case study method: A developmental method in which manager is presented with a written description of an organisational problem/ situation to diagnose and solve
Management games: developmental technique in which team of managers compete with one another by making an object / completing a task
Role playing: A training technique in which trainee act out the part of people in a realistic management solution.
Behaviour modeling: A training technique in which trainees are first shown good management technique in a film then asked to play roles in a simulated situation and are ten given fed back praised by their superior

27. Off-the-job Training & Development Methods contd.
Lecture:
traditional form of instruction or transfer of knowledge suitable for imparting conceptual knowledge
Seminars and conferences:
like lectures seminars and conferences bring group of people together for training and development
These provide vehicle for communication of ideas and procedures and for debate and discussion on relevant issues
In basket:
The trainee is given a material that include items from a manager’s typical work day( , mails memo, report from senior)
Trainee has to take decision on each of item in in basket in limited period of time
Trainee is given feed back

28. Off-the-job Training & Development Methods contd.
Simulation
A technique which duplicate, as nearly as possible , the actual work situation/ condition encountered on job
This technique is used where the actual condition involve enormous risk and hazard to life of job holder or to the equipment work on
Frequently used for training Astronauts, pilots, locomotive drivers, etc.
Vestibule training:
This method attempts to duplicate on the job situation in a company.
This method include both theoretical as well as practical training
Theoretical knowledge is given in classroom situated in company and practical training on closely located equipment or production line
This methods is effective as Trainee is not under pressure of performing
Useful to train semi skilled personnel

29. Off-the-job Training & Development Methods contd.
Sensitivity or ‘T’ group training:
Sensitivity training is a group experience designed to provide maximum possible opportunity for individuals to expose their behaviour, give and receive feedback, experiment with new behaviour, develop awareness of self and others
It attempts to improve human sensitivity and awareness,
Improve quality and participation in human affairs
Grid Training
This is originally known for developing leadership quality and skills
Grid represent possible leadership styles
Each style is combination of two basic orientation i.e A. concern for people and B. Concern for production

30. Training Evaluation Criteria
Reaction
Training
Evaluation
Criteria
Organizational
results
Knowledge
Behaviour

31. Evaluation criteria Reaction: Learning:
To assess trainees degree of satisfaction with
Trainer
Subject matter and content
Training environment
To have insight into the aspects of program they found useful as well aspect need to be changed
Method
Content coverage of certain topics
Learning:
Trainees level of understanding before and after training to determine gain in knowledge
To assess the degree to which trainees has acquired new skills knowledge and competencies

32. Evaluation criteria Behaviour: Results:
Degree to which training has resulted in his on the job behaviour resulting in changed / improved job performance
Purpose is comparison of employees behaviour before and after training to determine the impact of the training.
Assess transfer or application of knowledge in job behaviour.
Results:
Seeks to asses the impact of training on the performance of the organisation.
profitability
Productivity
Sales volumes
Balance scorecard