Training Process

Definition: The Training Process comprises of a series of steps that needs to be

followed systematically to have an efficient training programme. The Training is a
systematic activity performed to modify the skills, attitudes and the behavior of an
employee to perform a particular job.

Training Process

1. Needs assessment: The first step in the training process is to assess the need
for training the employees. The need for training could be identified through a
diagnosis of present and future challenges and through a gap between the
employee’s actual performance and the standard performance.

The needs assessment can be studied from two perspectives: Individual and
group. The individual training is designed to enhance the individual’s efficiency
when not performing adequately. And whereas the group training is intended to
inculcate the new changes in the employees due to a change in the
organization’s strategy.

2. Deriving Instructional Objectives: Once the needs are identified, the objectives
for which the training is to be conducted are established. The objectives could be
based on the gaps seen in the training programmes conducted earlier and the
skill sets developed by the employees.
3. Designing Training Programme: The next step is to design the training
programme in line with the set objectives. Every training programme
encompasses certain issues such as: Who are the trainees? Who are the
trainers? What methods are to be used for the training? What will be the level of
training? etc.Also, the comprehensive action plan is designed that includes the
training content, material, learning theories, instructional design, and the other
training requisites.
4. Implementation of the Training Programme: Once the designing of the
training programme is completed, the next step is to put it into the action. The
foremost decision that needs to be made is where the training will be conducted
either in-house or outside the organization.

Once it is decided, the time for the training is set along with the trainer who will
be conducting the training session. Also, the trainees are monitored continuously
throughout the training programme to see if it’s effective and is able to retain the
employee’s interest.

5. Evaluation of the Training Programme: After the training is done, the

employees are asked to give their feedback on the training session and whether
they felt useful or not. Through feedback, an organization can determine the
weak spots if any, and can rectify it in the next session.The evaluation of the
training programme is a must because companies invest huge amounts in these
sessions and must know it’s effectiveness in terms of money.

Thus, every firm follows the series of steps to design an effective training
programme that serves the purpose for which it was intended.

So what are the benefits?

Improved employee performance – the employee who receives the necessary

training is more able to perform in their job. The training will give the employee a
greater understanding of their responsibilities within their role, and in turn build
their confidence. This confidence will enhance their overall performance and this
can only benefit the company. Employees who are competent and on top of
changing industry standards help your company hold a position as a leader and
strong competitor within the industry.

Improved employee satisfaction and morale – the investment in training that a

company makes shows employees that they are valued. The training creates a
supportive workplace. Employees may gain access to training they wouldn’t have
otherwise known about or sought out themselves. Employees who feel
appreciated and challenged through training opportunities may feel more
satisfaction toward their jobs.

Addressing weaknesses – Most employees will have some weaknesses in their

workplace skills. A training program allows you to strengthen those skills that
each employee needs to improve. A development program brings all employees
to a higher level so they all have similar skills and knowledge. This helps reduce
any weak links within the company who rely heavily on others to complete basic
work tasks. Providing the necessary training creates an overall knowledgeable
staff with employees who can take over for one another as needed, work on
teams or work independently without constant help and supervision from others.

Consistency – A robust training and development program ensures that

employees have a consistent experience and background knowledge. The
consistency is particularly relevant for the company’s basic policies and
procedures. All employees need to be aware of the expectations and procedures
within the company. Increased efficiencies in processes results in financial gain
for the company.

Increased productivity and adherence to quality standards – Productivity

usually increases when a company implements training courses. Increased
efficiency in processes will ensure project success which in turn will improve the
company turnover and potential market share.

Increased innovation in new strategies and products – Ongoing training and

upskilling of the workforce can encourage creativity. New ideas can be formed as
a direct result of training and development.

Reduced employee turnover – staff are more likely to feel valued if they are
invested in and therefore, less likely to change employers. Training and
development is seen as an additional company benefit. Recruitment costs
therefore go down due to staff retention.

Enhances company reputation and profile – Having a strong and successful

training strategy helps to develop your employer brand and make your company
a prime consideration for graduates and mid-career changes. Training also
makes a company more attractive to potential new recruits who seek to improve
their skills and the opportunities associated with those new skills.
Training can be of any kind relevant to the work or responsibilities of the
individual, and can be delivered by any appropriate method.
For example, it could include:

 On-the-job learning
 Mentoring schemes
 In-house training
 Individual study

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ROLES RESPONSIBILITY AND CHALLENGES OF TRAINNIG MANAGER

TRAINING MANAGER
A person who organises and manages training programmes within an organisation is known as
Training Manager. They makes sure that staff gain and develop the skills in order to carry out their
jobs effectively. Training manager should posses excellent communication and presentation skills
and enjoy helping people to learn and develop . In this job one need to be able to relate to all levels
of staff to identify training needs. You need a very organised approach and be able to plan ahead
and managed your time well.
ROLES OF TRAINING MANAGER
1) Conduct orientation sessions and arrange on-the-job training for new hires. 2) Evaluate
instructor performance and the effectiveness of training programs, providing recommendations
for improvement. 3) Develop testing and evaluation procedures. 4) Conduct or arrange for
ongoing technical training and personal development classes for staff members. 5) Confer with
management and conduct surveys to identify training needs based on projected production
processes, changes, and other factors. 6) Develop and organize training manuals, multimedia
visual aids, and other educational materials. 7) Plan, develop, and provide training and staff
development programs, using knowledge of the effectiveness of methods such as classroom
training, demonstrations, on-the-job training, meetings, conferences, and workshops. 8) Analyze
training needs to develop new training programs or modify and improve existing programs. 9)
Review and evaluate training and apprenticeship programs for compliance with government
standards.
RESPONSIBILITIES:
Training managers have the primary responsibility of working with line managers to identify and
meet personnel training needs. The training manager should establish training and entry-level
requirements for key training positions and implement programs to select and develop training
personnel. The training organization should exhibit a strong desire to meet the training needs of the
line organization in both its approach to day-to-day activities and its long term strategic planning.
The training organization should help line managers, supervisors, and personnel recognize that
training strengthens personnel and facility performance.
A training manager's supporting responsibilities may include the following:
• Maintain training programs current • Monitor instructor performance to verify training is conducted
as outlined in approved training. materials and in a manner that motivates personnel to learn. •
Verify that the training staff has obtained and is maintaining their technical and instructional
knowledge and skills. • Develop training programs according to approved methodology. • Track
training commitments to outside organizations such as the state and federal regulators, and assist
line management in meeting these commitments. • Develop training program and trainee status
reports for line managers, and assist line managers in identifying and resolving human performance
issues. • Track current industry training issues. • Solicit line managers' involvement when training
commitments or needs are not being fulfilled.

CHALLENGES:
Training managers are subject to several challenges which need to be met often within the
parameters of reduced training budgets. The technical challenge is to keep up-to-date with changes
in legislation, company policy, new methods of training delivery and new subject matter (especially
in Information Technology). The strategic challenge is to monitor and respond to expected changes
in skill requirements, and to deliver training which provides demonstrable, measurable bottom line
results, both short and the long term. The professional challenge is to keep up-to-date with
changing practice, to manage ongoing continuing professional development, and to ensure that the
organization's trainers and line managers are informed and practised in applying the best in training
ideas and methods.
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The Role of Stakeholders in Your Business

In business, a stakeholder is usually an investor in your company whose actions determine the
outcome of your business decisions. Stakeholders don't have to be equity shareholders. They
can also be your employees, who have a stake in your company's success and incentive for
your products to succeed. They can be business partners, who rely on your success to keep
the supply chain going. Every business takes a different approach to stakeholders. The roles of
stakeholders differ between businesses, dependent on the rules and responsibilities laid out at
the founding of your company or as your business evolved over the years. The most common
definition of a stakeholder, however, is a large investor that has the clout to hold a viable
"stake" in your company.

Decision Making
The most common gathering of stakeholders in a publicly traded company is the board of
directors, comprised of high-ranking executives and occasional outsiders who hold large
amounts of equity in the company. Any one of these stakeholders has the power to disrupt
decisions or introduce new ideas to the company. The board of directors has the power to
appoint all levels of senior management - including the CEO - and remove them if necessary.
Members of the board dictate the future of the company and are involved in all major business
decisions.

Direct Management
While the board of directors is a more "hands off" approach to controlling a company, some
stakeholders prefer the "hands on" approach by directly assuming management positions.
Stakeholders can take over certain departments - such as human resources or research and
development - to micromanage the business and insure success. In privately owned and
publicly traded companies, large investors often directly participate in business decisions on the
management level.

Investors
Stakeholders are regarded as large investors, who will either increase or decrease their stakes
in your company according to your financial performance. Ideally, they act as guardian angels
for everyday investors, poring over financial reports and pressuring management to change
tactics if necessary. Certain stakeholders, known as activist investors, will make wildly
unpredictable investments and divestitures in order to move the share price and attract media
attention to a certain issue. Carl Icahn is well known for this high pressure tactic, which is used
to mold companies more to his liking.

Corporate Conscience
Large stakeholders are generally high profile investors, and would like to steer clear of
companies that trample human rights and environmental laws. They monitor your company's
outsourcing activities and globalization initiatives, and may vote against your business decisions
if they are deemed harmful to the company's long-term goals.

Other Responsibilities
Of course, this is only a broad description of stakeholder responsibilities. Ideally, you'll have
stakeholders who care about these four issues, but more often than not, short-term profits take
precedence over long-term sustainability. While stakeholders may own your company, it's
easier to control your investors when your company is privately held than publicly traded. Often
times, the large influx of cash from a successful IPO turns out to be a deal with the devil when
your company is suddenly taken over by a board of directors that ousts you. On the flip side,
however, stakeholders can keep your company grounded and focused on its most profitable
products and sustain your company's earnings growth.

INTRODUCTION
Evaluation leads to control which means deciding whether or not the training was worth the effort and w
effective. Training Evaluation is of vital importance because monitoring the training function and its act
financial benefits and costs. Evaluation of training within work settings can assist a trainer/organization in le
to understand the purpose of evaluation before planning it and choosing methods to do it. Some advanta
but when done correctly they can impact organizations in positive ways.

Training Evaluation is the process of deep examination and analysis of:

• Selecting measures,

• Gathering information based on those measures,

• Comparing what participants learn to some standard, goal, or expectation.

Evaluation is a process to determine the relevance, effectiveness, and impact of activities in light of the
programme, one needs to consider that most training and development activities exist in a larger context of

Definition:
"Training Evaluation is a systematic process of collecting information for and about training activity which
assessing the relevance and effectiveness of various training components."

TYPES OF EVALUATION
On the basis of the time dimension, evaluation may be classified as (1) formative evaluation and (2) summa

Raab et al. (1987), however, classified evaluation into four major types: (1) evaluation of planning, (2) pro
evaluation.

Stakeholders of training evaluation involve participants, curriculum developers, trainers and training organiz
Objectives of Evaluating Training and Development Programmes
The major objectives are:

• To validate training and development as a business tool

• To justify the costs incurred in training and development

• To help improve the design of training and development programme

• To help in selecting training and development methods

Purposes of Evaluating Training and Development Programmes

1. At Macro Level
• To assess training and development programme's business impact as a whole.

• To facilitate selection of training and development programme’s performance metrics related to organizati

• To get at the business impact measure through direct correlation to organization’s goals and objectives.

2. At Micro Level
• To measure a specific training and development programme's business impact

• Perhaps looking at the benefit of specific elements of the programme, or of the training model for a specif

• The specific training and development programme's business impact measure has a visible link to the org

• To combine a number of these to project overall programme business impact.

Trainers:
Careful consideration should be given to the selection of trainers, the scheduling of training and pilot test
must be sought: knowledge of the subject and teaching ability. Not everyone who has the required job k
whole, it is easier for people to acquire knowledge than it is to acquire teaching ability. In most workplac
people who have a natural teaching ability, and they will have the advantage of knowing the workplace an
group learning, a "group learning facilitator" may be used in place of a trainer. In this case, the facilitator
for the process of learning.

The scheduling of training involves several important considerations. For example, it should be arran
interruptions can be minimized. Training can also be packaged in self-contained modules so that it can be
a week could be scheduled. Not only does this approach sometimes cause less interference with producti
try to apply what has been learned.

CONCLUSION
Every training programme should be pilot tested before initial use. This allows the programme to be tested
not only the trainers but a representative sample of the prospective learners as well.

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Assessing Training needs of employees

It’s great that you want to invest time and money into training for your
employees – we all know the benefits that professional development brings
to both individuals and organizations. But before you go ahead and decide
on the best training program for your staff, it’s important to carry out a
proper training needs assessment.
This way, you can determine just what kind of training your employees
need, to make sure they’re confident and competent in completing the
tasks you need them to do.

Unfortunately, when it comes to employee training, “one of the biggest

mistakes that companies often make is that they start putting together
training plans based on perceived training needs.” When this happens, we
see training programs being designed around the leadership
team’s perception of staff competencies and skill gaps, rather than their
employees’ actual needs. This leads to ineffective learning – and watching
your L&D budget go down the drain.
To prevent this from happening, employers and managers need to make
sure that all training programs are based on the results of formal training
needs assessments. But how exactly do you go about evaluating and
assessing employee training needs?

Here, we’ll take a look at the steps you can take to conduct a training
needs assessment for your organization.
What Does a Training Needs Assessment Do?

A training needs assessment should always be the first step to any

training program, if you want it to be a success. An assessment will
help ensure that your training investment is properly targeted, to bring
the best results to your company and staff.
Put simply, the assessment looks at each staff member and evaluates
whether they have the skills and knowledge to do what you need them
to do. This means considering the role of each worker and how it
contributes to the business goals of the organization, then measuring
their current level of competence, skill or knowledge in one or more
areas.
When there’s a mismatch between the employee’s skills and the skill
level you need them to have, you can then focus on finding the right
training to bridge that gap and bring things into line.

How to Conduct a Training Needs Assessment

Keen to know the right way to conduct a training needs assessment?

The assessment should be a three-tiered process, that moves through
the following steps.
Step 1: Organizational Assessment
In this first step, you will outline your company’s goals and objectives.
Any training initiatives that are proposed from the results of the
assessment must be in sync with these organizational goals and
vision.
Step 2: Job-Task Analysis
Next, analyze the specific jobs and tasks that need to be carried out
by staff. Be specific. Consider the skills, tools and resources needed.
And how the capability of staff can be measured to ensure each task
is being done correctly.
You can look at industry standards, time frames and measurements
as you assess this. This will help you set more tangible goals as you
develop training materials.
Step 3: Individual Assessment
You need to look closely at who is to be trained – on an individual,
team and department level. Because “performance gaps may not
always be across-the-board, necessitating training for every employee
in the organization.”
Looking at performance gaps will help you ascertain whether there are
skills lacking in individuals or whole teams. If the problem lies across a
whole department, for example, there may be external factors, such
as poor leadership or a challenging physical work environment.
Again, this will help you focus and target training initiatives and
learning materials. These results will also allow you to personalize
training towards individual employees, which is more effective.

Using the Results of Your Training Needs Assessment

Once you’ve carried out the assessment and gathered this feedback,
you’ll have a clearer snapshot of the current tasks, skills and
capabilities of your workforce. You can then see how you can use this
information to create an effective training program that helps you to
meet organizational goals and targets.
By using the results of your assessment to develop more focused
training, you’re making optimum use of your L&D budget and helping
employees to boost their skill sets and professional development.
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Training Needs Assessment as an Action

Research
Consultants are frequently called to help organization leaders identify
and solve problems. However, few research reports reveal the holistic
nature of the process. This case study helps fill that void with
naturalistic inquiry into a process consulting intervention. This action
research describes an external consultant's intervention with leaders
of a large federal agency over an 18-month period to help conduct and
implement a training needs assessment (TNA). A naturalistic inquiry
design used multiple methods to gather quantitative and qualitative
data through three action cycles. The first cycle describes the TNA
process and deliverables answering the organization's questions
"What training was required and was being done, for whom, by whom,
at what cost?" The second cycle revolves around the research
questions "How do the organization's leaders view, value and make
use of the TNA?" and "What happens as a result of the
consultant/researcher's intervention?" The third cycle answers the
question "What are the organizational dynamics that facilitate or inhibit
the adoption of planned change?" Research findings were:
1) Organizational leaders valued and used the TNA to reorganize and
centralize their training;
2) The intervention provided documentation and recommendations for
short and long-term planned changes;
3) Cultural biases cast training as important but a low priority with
hierarchical structures complicating centralizing actions.
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Training and development of

employees in India
With the changing time and even fast changing technologies Indian companies have
started realizing the importance of corporate training.As the companies are setting up
their branches all over the world, becoming multinational corporations they need
trained employees who can raise the profits. Today, training is considered as a tool for
employee retention. The cost incurred on training an individual in a company is
recovered if the employee improves his skills after the training is imparted and the
productivity is raised. Training has now become important in every field be it Sales,
Marketing, Human Resource, Logistics, Engineering, Production and Manufacturing,
Inventory Management etc. Indian companies fulfill their requirement of skilled
workforce by providing on-the-job trainings and other internal educational programs
which are designed to quickly improve the expertise of new recruits especially in the
high-tech industry. In India, the development efforts for the workforce are being done
very late and above all they are not innovative or very unique.
In 2007, India’s top five IT companies—TCS, Infosys, Wipro, Satyam, and HCL had
recruited around 120,000 new employees, most of them coming straight from Indian
universities. Training provided to them, described as “Freshers’ Training”, is a major
part of corporate strategy, with CEOs and many senior employees often deeply
involved. It is costly and time-consuming as all the new recruits are at their nascent
stage to understand the practical implications of the theory which they had studied
ORRRRRRRR

Training is the act of increasing knowledge and skills of an employee for doing a
particular job. The major outcome of training is learning. A trainee learns new habits,
refined skills, and useful knowledge during the training that helps him improve
performance. Training enables an employee to do his present job more efficiently and
prepare himself for a higher level job. Training, thus, may be defined as a planned
program designed to improve performance.

Training and development is considered important by professional organizations in India.

Others consider it as a waste of time as after sometime the performance oriented
employees leave the organization and join professional organizations. The HR
department of a professional company is empowered with all the training programs.

Training consequently leads to development. The training can be of two types. The first
one is of behavioral sciences which the HR department has to organize second one is of
the function of which the department head has to take initiatives and in concert with HR
department has to organize and send their employees. The senior executives or the
departmental head is responsible for all the functional area training.

Whatever is the training the concerned department and HR in concert organize them for a
full year and decide on whom to send. The training programs have to cover all the
employees depending upon their positions and the requirement.

Behavioural Sciences include programs like performance appraisals, achievement

motivation, leadership styles, transaction analysis, team building, effective
communication etc. The training in functional areas include the concern function like
manufacturing, production planning, Supply chain management, Industrial purchasing,
Stores layout, Inventory control, Marketing etc.

Normally the duration of the training is One to four days. Each and every individual has
to undergo at least two training programs per year. One in behavioural science and the
other in functional area. The employee should not be disturbed for whatsoever reason
during the training programs by his superior or departmental head.

Achievement Motivation training is imparted to employees of middle level position.

Leadership style is imparted to employees who are in the senior level. Transaction
analysis that is interaction with people in a smooth way and getting the work done is
imparted to all the employees in the department. There can be many other training
programs which HR department may organize during the year like TQM, ISO and others.
The departmental Head has to recommend suitable candidates from his department.
There can be other programs in the function area. The HR in concert with the
departmental head will decide who should attend these programs. The programs will be
brief with a duration of 1 to 3 days. Once agreed with the HR the departmental head has
to spare his team member for the program.

Training is a learning experience that is planned and carried out by the organization to
enable more skilled task behaviour by the trainee. Training imparts the ability to detect
and correct error. Furthermore it provides skills and abilities that may be called on in the
future to satisfy the organization’s human resources needs. Training may be carried out
off the job or in the classroom and in the latter case, it may be on site or off site; perhaps
in a training centre or in a house. In any case, trainees are expected to acquire abilities
and knowledge that will enable them to perform their jobs more effectively.