Professional Documents
Culture Documents
Training
Meaning and Definition
Training is the act of increasing the knowledge and skill of an
employee for doing a particular job
Training provides technical skills and knowledge for a
definite purpose
Michael Jucious, “ training is any process by which the
aptitudes, skills and abilities of employees to perform specific
jobs are increased.”
Training
•Acquiring knowledge
•Change in attitudes
•Helping to put theory into practice
•Helps to evaluate abilities, competencies
•Enhances problem solving and decision making ability
•Improves performance
Need of Training
Joint Union-
Management Programs
Succession Planning
Developing Managers
with Dysfunctional
Training and Pay Behaviors
Systems
Success of a Training program
•Intention to learn from the participant
•Reinforcement provided to the learner
•Developing the potential from an individual’s point
of view
•Active participation of the trainee
•Providing opportunities for practice
•Transfer of learning to take place from a training
program
Employee Training
What deficiencies, if any,
What are
does job holder have in
the strategic
terms of skills, knowledge, Is there a
goals of the
abilities, and behaviours? need for
organization?
training?
Stage I Stage II
Need Stage III Stage IV
Assessment Program Evaluation
Implementation
Design
Stage I
Assessment of Training Needs
Organisational Analysis
Departmental Analysis
Job/Role Analysis
Employee Analysis
Systems approach to T&D
Needs assessment
Determines the organization’s true needs and the training programs
necessary to meet them
•Organisational analysis
•Operations analysis
•Individual analysis
Advisory committees, Assessment centres, Attitude survey, Group
discussions, Questionnaires, Skills test, Observations of behaviour,
Performance appraisals, Performance documents, Exit interviews
Systems approach to T&D
Design & Implementation of T&D
Training design principles of learning
Motivation
Participation
Feedback
Organisation
Repetition
Application
Training delivery
On-the-job training (OJT)
Away-from-the-job training
A T&D plan & implementation
Systems approach to T&D
Evaluation
Levels of evaluation:
How did participants react?
What did participants learn?
How did participants’ behaviour change?
What organisational goals were affected?
Applying evaluation strategies
Assessment Methods
Organisational requirements/weakness
Departmental requirements/weakness
Job specifications and employee specifications
Identifying specific problems
Anticipating future problems
Management requests
Observations
Interviews
Group conferences
Questionaire surveys
Test or Examinations
Checklists
Performance appraisals
Training content for Different Categories of
Employees
Supervisory Training
Sales Training
Clerical Training
Learning and teaching
Designing the Training Programme
What methods
Who are Who are
And
the Trainees the Trainers
Techniques
Goal Theories
Need Theories
Expectancy Theory
Information Adult Learning
Processing Theory Theory
Characteristics of Training
Adaptability
Sincerity
Sense of Humor
Interest
Clear Instructions
Individual Assistance
Enthusiasm
The Learning Process:
Mental and Physical Processes
Expectancy
Gratifying Perception
Semantic
Retrieval Encoding
Long –Term
Storage
Techniques/Methods of Training
Important techniques of
Training
On-the-jobs Off-the-jobs
techniques techniques
Coaching/Counseli
ng Classroom Method Sensitivity training
Programmed Simulation/
Job Rotation instruction Vestibule
Strategies
Cross-Training
Coordination Training
Team Leader Training
Content
Knowledge
Skills
Attitudes 7 - 24
Training Aids
Films, Slides, Projectors, Movies, Stills.
Charts, Graphs, flash cards, Flannel Boards, pictograms
Pamphlets, Brochures, Handbooks, Manuals.
Libraries and readings rooms.
Teaching Machines, closed circuit TV
Exhibits, posters and displays.
Notice boards, bulletins boards, enlarged drawings
Cartoons, comic books, books.
Outcomes Used in Evaluating Training Programs:
Cognitive Outcomes
Skill-Based Outcomes
Affective Outcomes
Results
Return on Investment
Evaluation of training
• Criteria for evaluation are:
• Cost-benefit analysis
• Results obtained
• Areas of improvement
Prof.Sujeesha Rao
Approaches of Training Evaluation
Donald Kirkpatrick Model :
Level -4 (Results)–What organisational benefits resulted from
the training?
Level -3 (Behaviour)–To what extent did participants change
their behaviour back in the workplace as a result of the training?
Level -2 (Learning)–To what extent did participants improve
knowledge and skills and change attitudes as a result of the
training?
Level -1 (Reaction)– How did participants react to the
programme?
CIRO MODEL
Context Evaluation
Input Evaluation
Reaction Evaluation
Outcome Evaluation
COST BENEFIT ANALYSIS
Determining Training Cost
Identifying Potential saving Results
Compute Potential Savings
Conduct Cost and Saving Benefits
Comparison
ROI IN TRAINING
Process of Calculating ROI
Determining Costs
Determining Benefits
Calculating ROI
ROI = Benefit Calculated x 100
Programme Cost so Estimated
Methods of Training Evaluation
Questionnaire
Tests
Attitude Surveys
Interviews
Focus Groups
Observations
Evaluation of Training Programme
Reactions
Learning
Job behavior
Organisation
Ultimate Value
General observations
Performance test
Cost-value Relationship
Feedback
Special Aspects of Training
Orientation Training
Basic Skills Training
Team Training
Diversity Training
New perspectives on training
• Data unreliability
• Access control
• Less theory
Barriers to Effective Training
Management Commitment is lacking and uneven
Aggregate Spending on Training is Inadequate
Gap between Educational and Operational Skills
Poaching of Trained employees
Emerging issues
• Training is not equally distributed to all employees
• Knowledge of results
• Reward mechanism
43
Areas of EDP
• Decision making skills
• Interpersonal skills
• Job knowledge
• Organizational knowledge
• General knowledge
44
Organizational environment
Organizational strategy/objectives
Training plan
On the-job-Techniques Off-the-Job-Techniques
49
Assessment Tools: Assessment Center
The assessment center is a process in which
multiple raters or evaluators evaluate employees’
performance on a number of exercises.
Usually held at an off-site location
Used to identify if employees have the abilities,
personality, and behaviors for management jobs.
Used to identify if employees have the necessary skills
to work in teams.
Assessment Tools: Benchmarks
Benchmarks is an instrument designed to measure
important factors in being a successful manager.
Items measured are based on research that examines the
lessons executives learn at critical events in their careers.
This includes items that measure managers’ skills in dealing
with subordinates, acquiring resources, and creating a
productive work climate.
360- Degree Feedback System
Self
Rating Rating
Customers Form Form
Subordinates
Training and Development For
International Assignments
The Globalisation of business led to the international
assignments to the business executives
The social, cultural factors, natural environment, legal
environment, and government policies vary from
country to country
Cross cultural training to expatriate managers before
and during foreign assignment
Training in the areas of history, economy, opening a bank
account, market facilities, etc.
Content of Training Programs
Language
Training
Key Elements
Needed to Cultural Training
Prepare
Career
Employees to Development and
Work Overseas Mentoring
Personal and
Family Life
International Training and Development
International Training
and Development
Continuing Readjustment
Pre-Departure
Employee Training and
Orientation and
Development Development
Training
(on-site)