Training and Development

UNIT IV

Training and Development

Training : It is an attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. Development: refers to the learning opportunities designed to help employees grow.

Difference between T&D

Training is a short term process utilising a systematic and organised procedure whereas Development is a long term education process utilising a systematic and organised procedure

Difference between T&D

Training involves helping an individual learn how to perform his present job satisfactorily whereas Development involves preparing the individual for a future job and growth of the individual in all respects.

Training and Development

The need for T& D can be computed as follows: Training and development need = Standard performance - Actual performance.

Training Process
Needs assessment a) Organization support b) Organizational analysis c) Task and KSA analysis d) Person analysis Instructional Objectives Development of criteria Training validity Transfer validity IntraorganisaTional validity InterorganisaTional validity

Selection and design Of instructional programs Training Use of evaluation models

Need Assessment
Diagnoses present problems and future challenges to be met through training and development. Need assessment occurs at two levels 1. Individual when there is performance deficiency -- focus on anticipated skills of an employee due to change in technology -- job transfer 2. Group changes in the organization's strategy necessitates training of group of employees -- low morale and motivation is diagnosed.

Methods used in Training Need Assessment

Group Analysis Organizational goals & objectives Skills inventories Exit Interview Customer satisfaction data Individual Analysis Performance appraisal Work sampling Interviews

Issues in Needs Assessment

Needs assessment, individual or group, should consider several issues: Organizational support when the needs assessment is carefully designed and supported by the organization, disruption is minimized and cooperation is likely to occur. Organizational analysis seeks to examine the goals of the organization. Task and KSA analysis necessary to identify what task are needed on each job and which KSAs are necessary to perform these task Person analysis targets individual employees

Benefits of need assessment

Trainers may be informed about the broader needs of the trainees Trainers are able to pitch their course inputs closer to the specific needs of the trainees Assessment makes training department more accountable and more clearly linked to other human resource activities.

Consequences of Absence of Training Need Assessment Loss of Business Constraints on business development High labor turnover Poor- quality applicants Undermining career paths Higher training costs

Deriving Instructional Objectives Instructional objectives provide the input for designing the training programme as well as for the measures of success (criteria) that would help assess effectiveness of the training programme. Example: the employee will be able to smile at all customers even when exhausted or ill, unless the customer is irate.

Designing Training and Development Programme

Vital issues to be addressed: Who participates in the programme? Who are the trainers? What methods and techniques are to be used? What should be the level of training? Where is the programme conducted?

Methods and Techniques of Training

Training methods are categorized into two groups:

1. On-the-job methods- refers to methods that are applied in the workplace. 2. Off-the-job methods- away from the workplace. Training techniques are the means employed in the training method. Some of the techniques are lectures, case studies, role playing etc.

On-the-job Training (OJT) Conducted at the worksite, in context of the job. Experienced worker shows a trainee how to work on the job. On the Job Training Methods Job Rotation: employee moves from job to job at planned intervals. Apprenticeships: a structured process by which people become skilled workers through a combination of classroom instructions and on-thejob-training.

On-the-job Training Methods

Coaching : here the trainee works directly with a senior or with a person he or she is to replace. Job Instruction Training: many jobs consist of a logical sequence of steps and are best taught step by step. Listing each jobs basic tasks, along with the key point in order to provide step-by-step training for employees.

On-the-Job Training
Advantages No specific facilities needed Real life situation/not simulated Productivity Trainee establishes relations from start No off-the-job cost Learning can be controlled Disadvantages Risk to machines and increase in scrap Part-time instructor may lack skill in training Lack of time due to pressure of production Psychological pressure before experienced workers

Off the Job Training Methods

Lecture Discussion Simulation: a technique that duplicates as nearly as possible the actual conditions that are encountered on job. Role Play Case Study: a written description Vestibule Training: utilises equipment which closely resemble the actual ones used on the job. Audio visual based training: when there is a need to expose trainees to events not easily demonstrable. Business Games Sensitivity Training ( Group Dynamics)-gain insight into own and others behavior

Off -the- Job Training

ADVANTAGES
Relaxed atmosphere,away from home and work, no distractions Specific difficulties are easier to explore Test hypotheses and ideas in low risk environment Improves morale and motivation for selfdevelopment

DISADVANTAGES Cost of external facilities Difficulty of simulating work problems Resistance of trainees being away from home(lengthy training)

Level of Learning
There are three basic level:
must acquire fundamental knowledge. Developing a basic understanding of the field and getting acquainted with concepts and relationships. acquiring the ability to perform in a particular skill area. efficiency. Involves obtaining additional experience.

1. Lowest level- the employee or potential employee

1. Goal of the next level is skill development, or

1. Highest level aims at increasing operational

Conduct of Training

At the Job itself. On site but not the job eg: training room in the company Off the site: like college, conference centre.

Implementation of the training programme

Implementation of training problem beset with certain problems: 1. Availability of trainer. 2. Scheduling training around the present work, without disrupting the regular work. Programme implementation involves: 1. Deciding the location. 2. Scheduling the training programme. 3. Conducting the programme. 4. Monitoring the progress of trainees.

Evaluation of the programme

Evaluation helps determine the results of the training and development programme. The main objectives are: 1. to determine if the programmes are accomplishing specific training objectives. 2. to determine their cost effectiveness. 3. credibility of training programme is greatly enhanced when it is proved that the organization has benefited tangibly from it.

Evaluating Training Effectiveness

Training effectiveness is the degree to which trainees are able to learn and apply the knowledge and skills acquired in the training programme. Reaction Learning Behavior Results

Techniques of evaluation One approach towards evaluation is to use experimental (one to receive training) and control (other not to receive training) groups. Another method is use of questionnaire before and after the interview.

Experimental Exercise
Purpose: The purpose of this exercise is to give you practice in developing a training programme for the job of airline reservation clerk for a major airline. Customer contact our airline reservation clerks to obtain flight schedules, price, and itineraries. The reservation clerks look up the requested information on our airlines online flight schedule systems, which are updated continuously. The reservation clerk must deal courteously and expeditiously with the customer, and be able to quickly find alternative flight arrangements in order to provide the customer with the itinerary that fits his or her needs.

 Alternative flights and prices must be found quickly, so that the customer is not kept waiting, and so that our reservations operations group maintains its efficiency standards. It is often necessary to look under various routings, since there may be a dozen or more alternative routes between the customers starting point and destination. You may assume that we just hired 30 new clerks, and that you must create a 3 days training program.

 Please produce the requested outline, making sure to be very specific about what you want to teach the new clerks, and what methods and aids you suggest using to train them.

Thank You