Training is one oI the most proIitable investments an organization can make.

No matter what
business or industry you are in the steps Ior an eIIective training process are the same and may
be adapted anywhere.
II you have ever thought about developing a training program within your organization consider
the Iollowing Iour basic training steps. You will Iind that all Iour oI these steps are mutually
necessary Ior any training program to be eIIective and eIIicient.
STEP 1: ESTABLISHING A NEEDS ANALYSIS.
This step identiIies activities to justiIy an investment Ior training. The techniques necessary Ior
the data collection are surveys, observations, interviews, and customer comment cards. Several
examples oI an analysis outlining speciIic training needs are customer dissatisIaction, low
morale, low productivity, and high turnover.
The objective in establishing a needs analysis is to Iind out the answers to the Iollowing
questions:
- 'Why is training needed?
- 'What type oI training is needed?
- 'When is the training needed?
- 'Where is the training needed?
- 'Who needs the training? and "Who" will conduct the training?
- 'How will the training be perIormed?
By determining training needs, an organization can decide what speciIic knowledge, skills, and
attitudes are needed to improve the employee`s perIormance in accordance with the company`s
standards.
The needs analysis is the starting point Ior all training. The primary objective oI all training is to
improve individual and organizational perIormance. Establishing a needs analysis is, and should
always be the Iirst step oI the training process.
STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.
This step establishes the development oI current job descriptions and standards and procedures.
Job descriptions should be clear and concise and may serve as a major training tool Ior the
identiIication oI guidelines. Once the job description is completed, a complete list oI standards
and procedures should be established Irom each responsibility outlined in the job description.
This will standardize the necessary guidelines Ior any Iuture training.
STEP 3: DELIVER THE TRAINING PROGRAM.
This step is responsible Ior the instruction and delivery oI the training program. Once you have
designated your trainers, the training technique must be decided. One-on-one training, on-the-job
training, group training, seminars, and workshops are the most popular methods.
BeIore presenting a training session, make sure you have a thorough understanding oI the
Iollowing characteristics oI an eIIective trainer. The trainer should have:
- A desire to teach the subject being taught.
- A working knowledge oI the subject being taught.
- An ability to motivate participants to 'want to learn.
- A good sense oI humor.
- A dynamic appearance and good posture.
- A strong passion Ior their topic.
- A strong compassion towards their participants.
- Appropriate audio/visual equipment to enhance the training session.
For a training program to be successIul, the trainer should be conscious oI several essential
elements, including a controlled environment, good planning, the use oI various training
methods, good communication skills, and trainee participation.
STEP 4: EVALUATE THE TRAINING PROGRAM.
This step will determine how eIIective and proIitable your training program has been. Methods
Ior evaluation are pre-and post- surveys oI customer comments cards, the establishment oI a
cost/beneIit analysis outlining your expenses and returns, and an increase in customer
satisIaction and proIits.
The reason Ior an evaluation system is simple. The evaluation oI training programs are without a
doubt the most important step in the training process. It is this step that will indicate the
eIIectiveness oI both the training as well as the trainer.
There are several obvious beneIits Ior evaluating a training program. First, evaluations will
provide Ieedback on the trainer`s perIormance, allowing them to improve themselves Ior Iuture
programs. Second, evaluations will indicate its cost-eIIectiveness. Third, evaluations are an
eIIicient way to determine the overall eIIectiveness oI the training program Ior the employees as
well as the organization.
The importance oI the evaluation process aIter the training is critical. Without it, the trainer does
not have a true indication oI the eIIectiveness oI the training. Consider this inIormation the next
time you need to evaluate your training program. You will be amazed with the results.
The need Ior training your employees has never been greater. As business and industry continues
to grow, more jobs will become created and available. Customer demands, employee morale,
employee productivity, and employee turnover as well as the current economic realties oI a
highly competitive workIorce are just some oI the reasons Ior establishing and implementing
training in an organization. To be successIul, all training must receive support Irom the top
management as well as Irom the middle and supervisory levels oI management. It is a team eIIort
and must be implemented by all members oI the organization to be Iully successIul.

Training & Development
Training is a process oI learning a sequence oI programmed behaviour. It improves the
employee's perIormance on the current job and prepares them Ior an intended job.
Development not only improves job perIormance but also brings about the growth oI the
personality. Individuals not only mature regarding their potential capacities but also become
better individuals.
Difference between Training & Development:
Training:
1. It's a short term process.
2. ReIers to instruction in technical and mechanical problems
3. Targeted in most cases Ior non-managerial personnel
4. SpeciIic job related purpose
Development:
1. It is a long term educational process.
2. ReIers to philosophical and theoretical educational concepts
3. Managerial personnel
4. General knowledge purpose
!:rpose of Training:
1. To improve !rod:ctivity: Training leads to increased operational productivity and
increased company proIit.
2. To improve Q:ality: Better trained workers are less likely to make operational mistakes.
3. To improve Organizational Climate: Training leads to improved production and
product quality which enhances Iinancial incentives. This in turn increases the overall
morale oI the organization.
4. To increase Health and Safety: Proper training prevents industrial accidents.
5. !ersonal Growth: Training gives employees a wider awareness, an enlarged skill base
and that leads to enhanced personal growth.
Steps in Training !rocess:
1. Discovering or Identifying Training needs: A training program is designed to assist in
providing solutions Ior speciIic operational problems or to improve perIormance oI a
trainee.
4 Organizational determination and Analysis: Allocation oI resources that relate
to organizational goal.
4 Operational Analysis: Determination oI a speciIic employee behaviour required
Ior a particular task.
4 an Analysis: Knowledge, attitude and skill one must possess Ior attainment oI
organizational objectives
2. Getting ready for the job: The trainer has to be prepared Ior the job. And also who
needs to be trained - the newcomer or the existing employee or the supervisory staII.
3. !reparation of the learner:
4 Putting the learner at ease
4 Stating the importance and ingredients oI the job
4 Creating interest
4 Placing the learner as close to his normal working position
4 Familiarizing him with the equipment, materials and trade terms
4. !resentation of Operation and Knowledge: The trainer should clearly tell, show,
illustrate and question in order to convey the new knowledge and operations. The trainee
should be encouraged to ask questions in order to indicate that he really knows and
understands the job.
5. !erformance Try o:t: The trainee is asked to go through the job several times. This
gradually builds up his skill, speed and conIidence.
6. ollow-:p: This evaluates the eIIectiveness oI the entire training eIIort
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The Sequence oI Training Program can be put in a Flowchart as below:
Discovering or Identifying 1raining Aeeds -> Cetting Ready for the job -> Preparation of
Learner (Creating desire) -> Presentation of Operation & Knowledge -> Performance 1ry out
-> Follow up and Evaluation
Training Techniq:es:
An eIIective training IulIills the Iollowing criteria:
1. Adaptation oI the technique/method to the learner and the job
2. Provides motivation to the trainee to improve job perIormance
3. Creates trainee's active participation in the learning process
4. Provide knowledge oI results about attempts to improve
Development
Management development attempts to improve managerial perIormance by imparting
1. Knowledge
2. Changing attitudes
3. Increasing skills
The major objective oI development is managerial eIIectiveness through a planned and a
deliberate process oI learning. This provides Ior a planned growth oI managers to meet the Iuture
organizational needs.
Development !rocess:
1. Setting Development Objectives: It develops a Iramework Irom which executive need
can be determined.
2. Ascertaining Development Needs: It aims at organizational planning & Iorecast the
present and Iuture growth.
3. Determining Development Needs: This consists oI
4 Appraisal oI present management talent
4 Management Manpower Inventory
The above two processes will determine the skill deIiciencies that are relative to the Iuture needs
oI the organization.
1. Cond:cting Development !rograms: It is carried out on the basis oI needs oI diIIerent
individuals, diIIerences in their attitudes and behaviour, also their physical, intellectual
and emotional qualities. Thus a comprehensive and well conceived program is prepared
depending on the organizational needs and the time & cost involved.
2. !rogram Eval:ation: It is an attempt to assess the value oI training in order to achieve
organizational objectives.
The Development process can be pictorially represented in a Flowchart as below:
$etting Development Objectives -> Ascertaining Development Aeeds -> Determining
Development Aeeds -> Conducting Development Program -> Program Evaluation