Training and Development: Training

Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel learn technological knowledge and skills for a definite purpose. It refers to the training given to the employees in the areas of operations and technical/mechanical areas. (basic skills to perform the job)

Need For Training

a. To match the employee specifications with the job requirements and organizational needs b. Organizational viability and the transformation process c. Technological advances d. Organizational complexity e. Change in the job assignment f. To increase productivity and Quality. g. To help a company fulfill its future personnel needs. h. To improve organizational climate i. To improve health and safety j. Obsolescence prevention k. Personal growth l. To cope with labor turnover m. To minimize the resistance to change

Training and Learning

a. Training is rooted in the learning process. Training causes learning, a process that takes place within the trainee, in which behavioral changes occur as a result of experience.

Principles of Training:
a. b. c. d. e. f. g. h. i. Motivation Progress information Reinforcement Practice Full vs. Part Individual differences Mental set Nature of learning materials Known to unknown

Assessment of Training Needs

a. b. c. d. e. f. g. h. i. j. k. Organizational requirements/weakness Departmental requirements/weakness Job specifications and employee specifications Identifying specific problems Anticipating future problems Observation, interviews Group Conference Assessment of Training Needs Questionnaire surveys Test or examinations Checklist and Performance Appraisal Training needs are identified on the basis of organizational analysis, Job analysis and Man analysis.

Steps in Training Prog.

a. b. c. d. e. f. Identifying training needs (Organization, Task and Man Analysis) Preparing training prog. Preparing the learners Implementing training programme Performance try out Follow-up actions

Training Methods
On-the-job methods a. b. c. d. e. f. Job Rotation Coaching Job Instruction training Committee assignments Demonstration Apprenticeship

Off-the-job methods a. b. c. d. e. Vestibule training Role playing Lecture methods Conference or discussion Programmed instruction

Evaluation of Training Prog.

a. b. c. d. e. Learning Job behavior Organization (in the form of increased productivity, quality, morale, sales etc. Ultimate value (company goals and Individual goals) Reactions

Management Development
Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.

Management Development Process

a. b. c. d. e. Identifying development needs- Organizational analysis, Career planning and Appraisal Defining parameters to development- Skills and Approaches Designing development programmes Conducting development Programmes Evaluating development Programmes

Management Development Methods:

On-the-job methods a. b. c. d. e. Coaching/Understudy Mentoring Job Rotation Participation in Deliberations Management Development Methods

Off-the-job methods a. b. c. d. e. f. g. h. i. Lectures and conferences Brainstorming Role playing In-basket exercise Case study Management Games Sensitivity training or T-Group training Incident Method Grid Training

Performance Appraisal
During the first world war, Walter Dill Scott of US Army adopted the Man-to-Man rating system for evaluating military personnel.Performance Appraisal means evaluating an employees current or past performance relative to the persons performance standards.

Importance and Purpose of PA

a. b. c. d. e. f. g. h. i. j. It unifies the appraisal procedure It provides information which is useful in making and enforcing important decisions It provides information in the form of records about ratings It serves to stimulate and guide employee development. (pressure on employees) Helps in improving firms performance Helps in finding out inefficient employees Appraisal is the part of firms career planning It makes for better employer-employee relations It prevents grievances and indisciplinary activities Evaluator is bound to be alert

Evaluation Process
a. b. c. d. e. f. Establish performance standards Communicate performance expectations to employees Measure actual performance Compare actual performance with standards Discuss the appraisal with the employee If necessary, initiate corrective action

Methods of Performance Appraisal

Traditional Methods a. b. c. d. e. f. g. h. i. j. k. Straight Ranking Method Man-to-Man comparison Method Grading Graphic Rating Scales Forced Choice Description Method Check lists Traditional Methods Free Form Essay Method Critical Incidents Group Appraisal Field Review Method

l. Forced Distribution Method Modern Methods a. b. c. d. e. f. Assessment center Appraisal by Results or Management by Objectives Human Asset Accounting Method Behaviorally Anchored Rating Scales Self appraisal 360-Degree appraisal

Problems of Appraisal
a. b. c. d. e. f. g. h. i. j. k. l. m. n. The Halo Effect Leniency or Strictness Errors The Central Tendency Problem Similarity Error Miscellaneous Biases Dual and conflicting role of supervisor Poor communication Recency effect Difference of opinions Feedback on appraisal is generally unpleasant Too many objectives often cause confusion Inappropriate reward system Time gap between two appraisal prog. Subjectivity

Effective appraisal depends ona. b. c. d. e. f. g. h. i. j. k. l. An atmosphere of confidence and trust Reliability and validity Job relatedness Standardization Practical viability Analysis of strength and weakness Appraisal prog. - less time consuming and less costly Open communication A post appraisal interview should be arranged Training of the evaluators Selection of right appraisal tool The supervisor must very thoroughly evaluate the employees performance.

Induction
Induction is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.

Need For Orientation

a. Overcoming Employee Anxiety b. Overcoming Reality Shock c. Accommodating Employees

Orientation Process
a. HR Representatives--- Organizational issues, HR policies and rules, employee benefits introduction b. Line Supervisor------- Specific job location and duties introduction c. Anxiety reduction Seminar

Techniques of Induction Prog.

a. General Orientation by the Staff of the Personnel Department. b. Specific Orientation by the Job Supervisor, or his Representative. c. Follow-up Orientation by either the Personnel Department or the Supervisor.

Making Orientation Programme Effective

a. b. c. d. e. Involvement of Top Management Preparation for New Employees Determination of Information Need of the New Employees Planning the Presentation of Information Concluding Session

Info. shared in Induction Prog.

a. b. c. d. e. f. Information of Job (Job Training/ Hazards) Company (History, Products, Production) Organization Structure Employees Own Deptt. And Job Company policies, Practices, Objectives and Regulations. Welfare Facilities, Grievance procedure, Social Benefits, Opportunities.