Training

Human Resource Development

A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

Human Resource Development

Training Development Career Planning Career Development Performance Appraisal

Training

Any planned effort designed to facilitate the acquisition of relevant skills, knowledge, and/or attitudes (values) by organizational members.

Training & Development

Training:
Any attempt to improve employee performance on a currently held job or one related to it.

Development:
It refers to learning opportunities designed to help employees grow. Such opportunities do not have to limited to improving employees performance on their current jobs.

Training vs. Development

Focus: Training: Learn Specific behaviour & Actions Development: Understand Information ,concept & context. Time Frame: Training: Short Term Development: Long Term Effectiveness measure: Training: Performance Appraisal, Cost Benefit Analysis, Passing Tests Development: Qualified people available when needed, Promotion from within possible.

Is Training the Answer?

Problem? Identify Discrepancy Important? Could they do it if their life depended on it? Yes (wont do)

No (cant do)

Training/Placement Further Diagnosis

Training Objectives
Improving Employee Performance Updating Managerial Obsolescence Preparing for Future Assignments Retaining & Motivating Employees Creating an Efficient & Effective Organization

Areas of Training
Company Policies & Procedures Skill Based Learning Human Relation Learning Problem Solving Learning Managerial & Supervisory Learning

New Employee Orientation or Induction

Supervisor introduces the job, departmental practices and expectations HR teaches about the organization, mission, culture, overall policies and HR rules and procedures Buddy or mentor follows up with further advice

Achievements of Effective Orientation

Achievements of Effective Orientation

Favorable Impression

Provides Information

Co-Worker Acceptance

Socialization and Integration

Performance and Productivity

Model for training

Need Assessment Development Evaluation

Need Assessment

Needs Assessment

1.

2.
3.

It is a systematic ,objective determination of training needs that involve conducting three primary types of analysis. These are: Organizational Analysis Task Analysis Person Analysis

Methods of Gathering Data for Needs Assessment

Gathering Data

Search of existing records Individual interviews Group interviews Questionnaires Performance tests Written tests Assessment centers Observation Collection of critical incidents Job analysis

Sources of Training Needs Assessment

Organizational Analysis
Is the training consistent with the organizations goals, strategy, and culture? How will training impact other units? Which training effort should have priority?

Job and Task Analysis

What tasks must be performed? What knowledge, skills, and abilities are required to do these tasks? Which tasks must be trained, when, and where?

Individual Analysis
Who needs to be trained? What do these people already know about job tasks? What is their level of basic skills? How varied are the trainees? How motivated are the trainees?

Development Of Training Programme

Learning

A relatively permanent change in employees behavior or knowledge that occurs as a result of practice.

Preconditions for Learning

Trainee Readiness

prerequisite experience or background required basic skills

choice to attend training is relevant to career goals self-set goals for training performance

Trainee Motivation

Self-efficacy

Learners must believe that they can successfully learn the training content.

Some Learning Principles

Massed versus distributed practice Whole versus part learning: depends upon complexity of the task and ability of learners Overlearning Feedback

Training Methods

Training Methods
Origin Nature

Training Methods
On the basis of Origin

Traditional Training Methods

Technology-Based Training Methods

On-the-job Job rotation Coaching Workbooks/manuals Classroom lectures

CD-ROM / DVD / Videotape/ Audiotapes Videoconferencing/ teleconferencing/ Satellite TV E-learning or other interactive modules.

Training Methods
On the basis of Nature: Informational Methods Experiential Methods

Informational Methods
Lecture Audio Visuals Programmed Instruction

Experiential Methods
On-The-Job Training Computer Assisted Instruction Apprenticeship Programs Distant Learning Programs Equipment Simulations Games Role Playing Behaviour Modeling Case Studies

On-The-Job Training
Relevance and trainee motivation are usually high Trainers should be trained and use checklists to assure nothing is missed Trainees should be assessed and certified when competent

Stages of On-the-Job Training

On-the-job training

1.
2. 1.

Advantages: Less expensive Positive transfer Disadvantages: Perception of Trainers

Apprenticeship Training

Apprenticeship training is a structured process by which people become skilled workers through a combination of class room instruction & OJTs.

Job Rotation

Job Rotation is a method of training where the trainee is placed on various jobs across different function across different functions in the organizations.

Advantages: reduces employee boredom, reduces dependence on specialized workers. Disadvantages: frequent moves may disrupt life.

Vestibule Training or Stimulated Training

Training takes place on the actual or simulated equipment but are actually trained off the job.

Advantages:
reduced pressure to maintain productivity

Disadvantages:
potential for negative transfer

Programmed instruction

1. 2. 3.

A systematic method for teaching job skills involving presenting question or facts, allowing the person to respond, & giving immediate feedback on the accuracy of his answers. Steps involved: Presenting questions Allowing the person to respond Giving immediate feedback

Simulation Exercise:

Case Studies
Theoretical solutions may mesh with practical needs

Business Games:
simulate complex organizational environments

Role Playing In-Basket Training

E-Learning

Computer delivered training via CD-Rom, Company intranet, Internet Satellite broadcast, virtual classrooms, webcast, discussion groups May be

Synchronous (all participate at once) Asynchronous (learners work in their own time)

Advantages of E-Learning

Quick delivery to many trainees on different shifts and locations. Lower cost per student, reduced instructor travel, and facility expenses In self-paced programs, learning may be faster on average than for classroom training

Limitations on E-Learning
Not well suited for teaching soft skills Little opportunity for trainees to learn from each other Blended learning, a combination of e- and classroom learning or skill practice opportunities, is often very effective

Training Programs in Retail/FMCG Sector

Some of the training programs that are given in the retail sector are: Sales Training On-the-Job Training Seminars/Workshops Customer Relationship Management Online Course Group Study Computer-Based Training Self-Directed Training

Case-1

A very brilliant marketing professional went to Arab for the sale of his companys soft drink. But he came back with no results. When asked about the failure of the mission, he answered that he prepared three cartoons. Cartoon-1- Displaying a man looking exhausted and tired, is walking in desert in scorching heat. Cartoon-2- Displaying the same man opening bottle and drinking the soft drink. Cartoon-3- Displaying the man feeling alive and refresh again. Though, his strategy was good, unfortunately fails because he was unaware that Arab people read from right to left. Moral here is localization is a key to success.

Major barriers in the transfer of training to other countries:

Culture
Language Social Structure

Training Evaluation

Training Evaluation

Kirkpatricks standards for success

Reactions Learning Behavior Results

Evaluate Reactions
1. 2.

1.
2.

Was the Employee satisfied with the workplace education & did the employee complete it? Distribute & analyze Questionnaire Advantages Early reaction measures allow for mid-training changes Good feedback on way course is taught and trainee motivation Disadvantages Little relation to learning or outcomes feel-good sheets

Evaluate Learning

1.
2. 3.

Administer : Written tests Graded Tests Performance Simulations Advantages 1. More direct assessment of accomplishment of earning objectives 2. More valid than reaction (self-report) 3. Objective and quantifiable Disadvantages Time and cost

Evaluate Behaviour
Collect Performance Data from: Superior ,Peer ,Client, Subordinate Advantages:

measures transfer of training to job setting Good feedback for future needs assessment and re-design

Disadvantages:

Cant control when or whether trainees will have chance to use new skills (opportunity bias)

Evaluate Results
Measures accident ,quality, turnover, morale etc. Advantages

Cost-benefit analysis. Outcomes are multi-determined - difficult to show relation between training and outcomes

Disadvantages

Training Evaluation

Cost-Benefit Analysis

A comparison of costs and benefits associated with organizational training efforts Return on Investment (ROI) Analysis Benchmarking

Comparison of internal training with training done in other organizations

Evaluation Designs
One-Shot Posttest-Only Design One-Group Pretest-Posttest Design Multiple-Baseline Design Pretest-Posttest Control-Group Design

Issues affecting training

Workforce more diverse Attrition Downsizing Organizational involvement

Discuss the following ?

There are a lot of things that go into being a college professor. Youve had some good ones, and some bad ones, Im sure. How would you go about designing a training program to develop someone into a good college professor?

Dominos Pizza
Dominos Pizza was interested in determining whether or not a new employee could learn how to make a pizza using a computer based training method (CD-ROM). The CD-ROM application addresses the proper procedure for massaging a dough ball and stretching it to fit a 12 inch pizza pan. Dominos quality standards emphasize the roundness of the pizza, and even border and uniform thickness of the dough. Traditionally, onthe-job training is used to teach new employees how to stretch pizza dough to fit the pizza pan.

What outcomes or criteria should Dominos measure to determine if CD-ROM training is an effective method for teaching new employees how to stretch pizza dough to fit a 12 inch pan? Who would be involved in the evaluation? Describe the evaluation design you would recommend that Dominos use to determine if CD-ROM training is more effective that on the job training.

Questions?