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Training is expensive.
Without training it is
more expensive
27.12.2009/Reshmi Pillai
Defining the concept: Training
27.12.2009/Reshmi Pillai
Defining the concept: Development
Adapted from Wiman & Meirhenry, .Educational Media, 1960 on Edgar Dale
NEED for Training
No one is a perfect fit at the time of hiring and some training &
development must take place.
- Increased productivity
- reduced costs
- Morale
- Flexibility to adapt to changing
requirements
4 Organisations:
Reduces staff turnover and also helps an organization to retain its staff
Improves overall organisational quality & productivity i.e. higher outputs &
outcomes
27.12.2009/Reshmi Pillai
BENEFITS of Training
4 Employees:
Helps the individual in making better decisions and effective problem solving
27.12.2009/Reshmi Pillai
IMPORTANCE of Training
Optimum Utilization of Human Resources
Productivity
Team spirit
Organization Culture
Quality
Morale
27.12.2009/Reshmi Pillai
Image
OBJECTIVES of Training
The present levels of performance
General Objectives
Problem solving
27.12.2009/Reshmi Pillai skills acquisition
PREREQUISITES of Training
A Good Trainer
Exudes Patience
Motivates Learning
Does not become frustrated or discouraged when things are not easily understood at
first.
Realises learning is not always a spontaneous event, but something that is realized over
a period of time.
27.12.2009/Reshmi Pillai
PREREQUISITES of Training: Others
Training
policy
Training
Top mgt.s
procedure
Support
Including
and
feedback and
commitment
evaluation
Components
Of
training
Training
materials Different
Posters, pictures methods
Charts,slides Of training
Graphs, And courses
equipments
Venue &
The duration
of The
training
ESSENTIALS of a Good Training Programme
Should be designed so as to achieve the predetermined objectives, goals and needs of the
organisation.
Should be pre-planned and well organised taking in view, the objectives of training
programme.
Should be designed according to size, nature and financial position of the organisation.
Must be conducted by senior and experienced officers of the organisation or trained trainers.
Should essentially deal with the recent trends developed in the industrial field.
Should be conducted in a manner taking in view the interests of both employer and the
employees.
27.12.2009/Reshmi Pillai
Should be to motivate the employees enough to learn something to improve their job
DESIGNING a Training Programme
1. Determine what training is needed
- Organizational Analysis
- Task Analysis
- Person Analysis
Ensuring Creating a
Conducting Needs Employees
Assessment Readiness for Learning
Training Environment
Developing an
Ensuring Transfer
Evaluation Plan of Training
27.12.2009/Reshmi Pillai
Post Training ANALYSIS: Purpose
Post Training ANALYSIS: Modes
Observation
Questionnaires
Customer Feedback
Learning
the resulting increase in knowledge or capability
Behavior
Extent of behavioral and capability improvement and
implementation/application
Results
The effects on the business or environment resulting from the trainee's
performance
27.12.2009/Reshmi Pillai
Post Training EVALUATION: Aspects
evaluation evaluation examples of evaluation relevance and practicability
type (what description and tools and methods
is characteristics
measured)
Reaction Reaction evaluation 'Happy sheets', feedback Quick and very easy to obtain.
is how the delegates forms. Not expensive to gather or to analyse.
felt about the Verbal reaction, post-training
training or learning surveys or questionnaires.
experience.
Learning Learning Typically assessments or tests Relatively simple to set up; clear-cut
evaluation is the before and after the training. for quantifiable skills.
measurement of the Interview or observation can Less easy for complex learning.
increase in also be used.
knowledge - before
and after.
Behavior Behavior Observation and interview Measurement of behavior change
evaluation is the over time are required to typically requires cooperation and skill
extent of applied assess change, relevance of of line-managers.
learning back on the change, and sustainability of
job - implementation. change.
Results Results evaluation Measures are already in place Individually not difficult; unlike whole
is the effect on the via normal management organization.
business or systems and reporting - the Process must attribute clear
environment by the challenge is to27.12.2009/Reshmi
relate to the Pillai
accountabilities.
trainee. trainee.
Steps: Training EVALUATION
Trained
Evaluation or
Pretest
Criteria Developed Post test
workers
Transfer
to the job
Follow-up
Studies
27.12.2009/Reshmi Pillai
Defining the concept: Learning
Intellectual skills
Include concepts and rules
These are critical to solve problems, serve customers, and
create products
Motor skills
Include coordination of physical movements
Outcomes of LEARNING
Attitudes
Combination of beliefs and feeling that pre-dispose a
person to behave a certain way
Important work-related attitudes include job
satisfaction, commitment to the organization, and job
involvement
Cognitive strategies
Regulate the process of learning
LEARNING: Mental & Physical Processes
Expectancy
Gratifying Perception
Retrieval
Long Term
Storage
LEARNING: Styles
Diverger Converger
Concrete experience Abstract
Reflective observation conceptualization
Active experimentation
Assimilator Accommodator
Abstract Concrete experience
conceptualization Active experimentation
Reflective observation