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Training and DevelopmentTraining and Development

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TrainingTraining-- In future, the success of enterprises ll In future, the success of enterprises lldepend upon the revolutionary trainingdepend upon the revolutionary trainingand development system in humanand development system in humanresource management.resource management.

As we live and work in the world ofAs we live and work in the world ofknowledge and skill, every humanknowledge and skill, every humanactivity need upactivity need up--toto--date knowledge anddate knowledge andrequired skills to perform it.required skills to perform it.

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What is training?What is training?

Training is basically a systematic procedure forTraining is basically a systematic procedure fortransferring technical knowtransferring technical know--how to thehow to theemployees so as to increase their knowledgeemployees so as to increase their knowledge

and skills for doing particular jobs.and skills for doing particular jobs.TrainingTraining is the acquisition of technology, whichis the acquisition of technology, which

permits employees to perform their present jobpermits employees to perform their present jobto standards. It improves human performanceto standards. It improves human performance

on the job the employee is presently doing or ison the job the employee is presently doing or isbeing hired to do. Also, it is given when newbeing hired to do. Also, it is given when newtechnology in introduced into the workplace.technology in introduced into the workplace.

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DevelopmentDevelopment

DevelopmentDevelopment is any learning activity, which isis any learning activity, which isdirected towards future, needs rather than presentdirected towards future, needs rather than presentneeds, and which is concerned more with careerneeds, and which is concerned more with careergrowth than immediate performance.growth than immediate performance.

DevelopmentDevelopment is training people to acquire newis training people to acquire newhorizons, technologies, or viewpoints. It enableshorizons, technologies, or viewpoints. It enablesleaders to guide their organizations onto newleaders to guide their organizations onto new

expectations by being proactive rather thanexpectations by being proactive rather thanreactive. It enables workers to create betterreactive. It enables workers to create betterproducts, faster services, and more competitiveproducts, faster services, and more competitiveorganizations. It is learning for growth of theorganizations. It is learning for growth of theindividual, but not related to a specific present orindividual, but not related to a specific present or

future jobfuture job

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Training, Development, and EducationTraining, Development, and Education

EducationEducation is training people to do a different job.is training people to do a different job.

It is often given to people who have been identifiedIt is often given to people who have been identifiedas being promotable, being considered for a new jobas being promotable, being considered for a new jobeither lateral or upward, or to increase theireither lateral or upward, or to increase theirpotential. Unlike training, which can be fullypotential. Unlike training, which can be fullyevaluated immediately upon the learners returningevaluated immediately upon the learners returningto work, education can only be completely evaluatedto work, education can only be completely evaluatedwhen the learners move on to their future jobs orwhen the learners move on to their future jobs ortasks.tasks.

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Distinction between Training and EducationDistinction between Training and Education

The following tabledraws a distinction between trainingThe following tabledraws a distinction between training

andeducation moreclearly.andeducation moreclearly.

TrainingTraining EducationEducation

Application Application Theoretical orientationTheoretical orientation

Job ExperienceJob Experience Classroom learningClassroom learningSpecific TasksSpecific Tasks General conceptsGeneral concepts

Narrow perspectiveNarrow perspective Broad perspectiveBroad perspective

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Distinction between Training and DevelopmentDistinction between Training and Development

LearningLearning TrainingTraining DevelopmentDevelopment

WhoWho NonNon--managersmanagers ManagersManagersWhatWhat TechnicalTechnical TheoreticalTheoretical

WhyWhy Specific jobSpecific job GeneralGeneral

WhenWhen Short termShort term Long termLong term

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FeaturesFeatures-- Training enhances the skills and capabilitiesTraining enhances the skills and capabilities

of the individuals in an organization.of the individuals in an organization.

The need for training can be emphasized inThe need for training can be emphasized invarious work situations, such as in harnessingvarious work situations, such as in harnessingskills for existing jobs, planning out onesskills for existing jobs, planning out onesfuture job profile, elevating employeesfuture job profile, elevating employees

performance and so on.performance and so on.

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For training to be successful, the employeesFor training to be successful, the employees

have to behave to be convinced of its utility andconvinced of its utility andeffectiveness.effectiveness.

A successful training program improves theA successful training program improves the

performanceperformance of an employee which in turnof an employee which in turnenhances organizational performance.enhances organizational performance.

Training program should attempt to bring

Training program should attempt to bringabout positive changesabout positive changes in thein the--knowledgeknowledge

,skills and attitude of the workforce.,skills and attitude of the workforce.

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It depends upon the top managementsIt depends upon the top managementsattitude and organizational culture toattitude and organizational culture tomake the training programme a successmake the training programme a successand contribute to the overalland contribute to the overall

development of the organization.development of the organization.

The training and development functionThe training and development functionin an organization has gained a lot ofin an organization has gained a lot ofimportance due to advancement inimportance due to advancement intechnology and changes in market force.technology and changes in market force.

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When does the need for training arise?When does the need for training arise?

The installation of new equipment or techniquesThe installation of new equipment or techniques

A change in working methods or products producedA change in working methods or products produced

A realization that performance is inadequateA realization that performance is inadequate

LabourLabour shortage, necessitating the upgrading of someshortage, necessitating the upgrading of someemployeesemployees

A desire to reduce the amount of scrap and to improveA desire to reduce the amount of scrap and to improvequalityquality

An increase in the number of accidentsAn increase in the number of accidents

Promotion or transfer of individual employees.Promotion or transfer of individual employees.

Ensures availability of necessary skills and there could be aEnsures availability of necessary skills and there could be a

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Training policy?Training policy?

Every organization hasEvery organization has well established and prescribedwell established and prescribedtraining policy for the training of employees.training policy for the training of employees.

TRAINING POLICY INCLUDES..?TRAINING POLICY INCLUDES..? This policy depicts the top managements philosophyThis policy depicts the top managements philosophyregarding training of employees.regarding training of employees.

This training policy includes the rules andThis training policy includes the rules andregulations,procedure,budget,standards and conditionsregulations,procedure,budget,standards and conditions

regarding training.regarding training. This policy depicts the intention of the company to trainThis policy depicts the intention of the company to train

and develop its personnel.and develop its personnel.

It provide guidelines for training programme.It provide guidelines for training programme.

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Trained&

Professionaltrainer

Willingtrainee

Trainingprocedure

Includingfeedback andevaluation

Trainingmaterials

Posters, picturesCharts,slides

Graphs,equipments

Venue&Theduration

of Thetraining

Different

methodsOf training

Andcourses

Topmgt.sSupport

andcommitment

Training

policy

ComponentsOftraining

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Some important points regarding training.?Some important points regarding training.?

In the organization employee training andIn the organization employee training anddevelopment isdevelopment is essentialpart of planningessentialpart of planning

activity so that learning and growth can takeactivity so that learning and growth can takeplace in the organization.place in the organization.

Employees should getEmployees should getopportunityofopportunityoftrainingtraining. It should not be based on favoritism.. It should not be based on favoritism.

There should beThere should be sufficient budgetsufficient budget for trainingfor training

and developmentand development programmeprogramme..

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Its importance should be recognized and neverIts importance should be recognized and neverbe underestimated as sheer waste of time.be underestimated as sheer waste of time.

The learner should be motivatedThe learner should be motivated

It should be an endless activity for all.It should be an endless activity for all.

It should be structured and be managed in suchIt should be structured and be managed in sucha way that learning takes place properly.a way that learning takes place properly.

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It should hold humanistic values. it means itIt should hold humanistic values. it means itshould not be imposedshould not be imposed, not criticized, no, not criticized, nonegative reinforcement be givenegative reinforcement be give

it shouldit should beparticipativebeparticipative. participation of. participation of

employees should be encouraged in designingemployees should be encouraged in designingcomplete trainingcomplete training programmeprogramme because it is abecause it is ateam work and mutual work can only make it ateam work and mutual work can only make it asuccess.success.

It should be evaluated in terms of practicality,It should be evaluated in terms of practicality,acquiring of skills, usefulness in job, in terms ofacquiring of skills, usefulness in job, in terms ofcost ,time , in terms of effectiveness andcost ,time , in terms of effectiveness andchanged behavior.changed behavior.

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Purpose of training programmesPurpose of training programmes

1.Improving employeeperformance1.Improving employeeperformance--

AsAs it bridges the gap between the actual andit bridges the gap between the actual andexpected performance of the employees.expected performance of the employees.

2.Updating employee skills2.Updating employee skills--totoadopt anyadopt anytechnological advances.technological advances.

3.Avoiding managerialobsolescence3.Avoiding managerialobsolescence

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4.Retaining andmotivating employees4.Retaining andmotivating employees

5.Creating an efficient andeffective5.Creating an efficient andeffective

organizationorganization

6.It helps organization to absorb6.It helps organization to absorbchanges taking place in thechanges taking place in theenvironment and reduce resistanceenvironment and reduce resistancetochange.tochange.

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7.Training increases theproductivity7.Training increases theproductivity

andlevelof performanceofandlevelof performanceofemployees.employees.

8.It aims to improve theq

ualityof8.It aims to improve t

heq

ualityoftask.task.

9.To train employees in a particular9.To train employees in a particularcultureof thecompany.cultureof thecompany.

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Importance of trainingImportance of training--

Trained workers can workTrained workers can work moreefficientlymoreefficiently..

There willThere will be fewer accidentsbe fewer accidents. as training. as trainingimproves the knowledge of employees regardingimproves the knowledge of employees regardingthe use of machines and equipments.the use of machines and equipments.

Wastage is eliminatedWastage is eliminatedto a large extent asto a large extent asthey use tools, machines in a proper way.they use tools, machines in a proper way.

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Training can contribute toTraining can contribute to higher productionhigher production,,

fewer mistakes, greater job satisfaction andfewer mistakes, greater job satisfaction andlower labor turnover.lower labor turnover.

It makes the relationship between managementIt makes the relationship between managementand employee cordial.and employee cordial.

It helps inIt helps in introducing and adoptingintroducing and adopting latestlatesttechnology in order to absorb change.technology in order to absorb change.

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Training helps an employee to move fromTraining helps an employee to move from

one organization to another easily. he canone organization to another easily. he canbe more mobile and pursue career goalsbe more mobile and pursue career goalseasily.easily.

Training makes employeesTraining makes employees moreloyalmoreloyaltotoan organization. they will be less inclinedan organization. they will be less inclinedto leave the unit where there are growthto leave the unit where there are growth

opportunities. training enables employeesopportunities. training enables employeesto secure promotions easily. they canto secure promotions easily. they canrealize their career goals comfortably.realize their career goals comfortably.

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Economical supervisionEconomical supervision--as there isas there is

less requirement for supervision forless requirement for supervision fortrained employees.trained employees.

UniformproceduresUniformprocedures--with the helpwith the helpof training the best available methodsof training the best available methodscan be standardized and madecan be standardized and made

available to all employeesavailable to all employees

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Disadvantages of trainingDisadvantages of training

1. Can be a financial drain on resources; expensive1. Can be a financial drain on resources; expensivedevelopment and testing, expensive to operate?development and testing, expensive to operate?

2. Often takes people away from their job for2. Often takes people away from their job forvarying periods of time;varying periods of time;

3. Equips staff to leave for a better job3. Equips staff to leave for a better job

--4. Narrow experience4. Narrow experience

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Areas of trainingAreas of training--

1.1. Company policy and proceduresCompany policy and procedures2.2. Skill based trainingSkill based training3.3. Human relations trainingHuman relations training--interpersonal skills,interpersonal skills,

leadership styles, disciplinary procedure etc.leadership styles, disciplinary procedure etc.

4.4. Problem solving trainingProblem solving training from simple operationalfrom simple operationalproblems to major decision making problems.problems to major decision making problems.

5.5. Supervisory trainingSupervisory training--to enable the person to performto enable the person to perform

managerial and supervisory functions such asmanagerial and supervisory functions such asplanning,organising,directing and controlling asplanning,organising,directing and controlling asemployees move ahead in their career paths toemployees move ahead in their career paths toassume positions of increased responsibility.assume positions of increased responsibility.

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Areas of TrainingAreas of Training

The Areas of Training in which training is offered may beThe Areas of Training in which training is offered may beclassified into the following categories:classified into the following categories:

KnowledgeKnowledgeHere the trainee learns about a set of rules andHere the trainee learns about a set of rules and

regulations about the job, the staff and the products orregulations about the job, the staff and the products orservices offered by the company. The aim is to makeservices offered by the company. The aim is to makethe new employee fully aware of what goes inside andthe new employee fully aware of what goes inside and

outside the company.outside the company.

TechnicalSkillsTechnicalSkillsThe employee is taught a specific skill (e.g., operating aThe employee is taught a specific skill (e.g., operating a

machine and handling computer) so that he can acquiremachine and handling computer) so that he can acquire

that skill and contribute meaningfully.that skill and contribute meaningfully.

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Areas of Training Conti.Areas of Training Conti.

SocialSkillsSocialSkills

The employee is made to learn about himself and other, develop aThe employee is made to learn about himself and other, develop aright mental attitude, towards the job, colleagues and theright mental attitude, towards the job, colleagues and thecompany. The principal focus is on teaching the employee how tocompany. The principal focus is on teaching the employee how tobe a team member and get ahead.be a team member and get ahead.

TechniquesTechniques

This involves the application of knowledge and skill to various onThis involves the application of knowledge and skill to various on--thethe--job situations. In addition to improving the skills and knowledge ofjob situations. In addition to improving the skills and knowledge ofemployees, training aims at clouding employee attitudes: Whenemployees, training aims at clouding employee attitudes: Whenadministered properly, a training programme. It will go a long wayadministered properly, a training programme. It will go a long wayin obtaining employee loyalty, support and commitment toin obtaining employee loyalty, support and commitment tocompany activities.company activities.

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Training loses its meaning if theTraining loses its meaning if the

learning is not applicable at wor

k..learning is not appli

cable at wor

k..

HOW TO MINIMIZE THIS PROBLEM..?HOW TO MINIMIZE THIS PROBLEM..?

PROVIDING MAXIMUM EXPERIENCE WITHTHEPROVIDING MAXIMUM EXPERIENCE WITHTHETASK BEING TAUGHTTASK BEING TAUGHT

ENSURING THATGENERAL PRINCIPLES AREENSURING THATGENERAL PRINCIPLES AREUNDERSTOODUNDERSTOOD

CUSTOMIZING TRAINING SESSIONS TO MATCHCUSTOMIZING TRAINING SESSIONS TO MATCHTH

ER

EQUIR

EMENT

SOF

TH

EPART

ICIPAN

TS

THER

EQUIR

EMENT

SOF

TH

EPART

ICIPAN

TS MODIFYING TRAINING PROGRAMS TOMODIFYING TRAINING PROGRAMS TO

INCORPORATE THE LATESTADVANCEMENTS ININCORPORATE THE LATESTADVANCEMENTS INTHE AREA.THE AREA.

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ETHICALCONSIDERATION FORTRAININGETHICALCONSIDERATION FORTRAINING

ANDDEVELOPMENTPROGRAMSANDDEVELOPMENTPROGRAMS--

1.1. Voluntary consent of participantsVoluntary consent of participants--theytheyshould not be forced to join theseshould not be forced to join these

activities.activities.2.2. DiscriminationDiscrimination--age, gender , race orage, gender , race or

related factors should not be used asrelated factors should not be used asbarriers to determine who receivesbarriers to determine who receives

training.training.

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Issues in Employee TrainingIssues in Employee Training

1.1. Communications: The increasing diversity of today's workforceCommunications: The increasing diversity of today's workforcebrings a wide variety of languages and customs.brings a wide variety of languages and customs.

2. Computer skills: Computer skills are becoming a necessity for2. Computer skills: Computer skills are becoming a necessity for

conducting administrative and office tasks.conducting administrative and office tasks.

3. Customer service: Increased competition in today's global3. Customer service: Increased competition in today's globalmarketplace makes it critical that employees understand and meetmarketplace makes it critical that employees understand and meetthe needs of customers.the needs of customers.

4. Diversity: Diversity training usually includes explanation about how4. Diversity: Diversity training usually includes explanation about howpeople have different perspectives and views, and includespeople have different perspectives and views, and includestechniques to value diversitytechniques to value diversity

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Issues in Employee TrainingIssues in Employee Training

Conti.Conti.

5. Ethics: Today's society has increasing expectations about corporate5. Ethics: Today's society has increasing expectations about corporatesocial responsibility. Also, today's diverse workforce brings a widesocial responsibility. Also, today's diverse workforce brings a widevariety of values and morals to the workplace.variety of values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can6. Human relations: The increased stresses of today's workplace caninclude misunderstandings and conflict. Training can people to getinclude misunderstandings and conflict. Training can people to getalong in the workplace.along in the workplace.

7. Quality initiatives: Initiatives such as Total Quality Management,7. Quality initiatives: Initiatives such as Total Quality Management,Quality Circles, benchmarking, etc., require basic training aboutQuality Circles, benchmarking, etc., require basic training aboutquality concepts, guidelines and standards for quality, etc.quality concepts, guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy8. Safety: Safety training is critical where working with heavyequipment, hazardous chemicals, repetitive activities, etc., but canequipment, hazardous chemicals, repetitive activities, etc., but canalso be useful with practical advice for avoiding assaults, etc.also be useful with practical advice for avoiding assaults, etc.

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5.Employee Development5.Employee Development

This futureThis future--oriented setoriented setof activities isof activities is

predominantly anpredominantly aneducational process.educational process.

All employees, regardlessAll employees, regardless

of level, can benefit fromof level, can benefit fromthe methods previouslythe methods previouslyused to developused to developmanagerial personnel.managerial personnel.

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5.Employee Development5.Employee Development

Employee developmentEmployee developmentmethodsmethods

Job rotationJob rotation involves movinginvolves movingemployees to various positionsemployees to various positionsin the organization to expandin the organization to expandtheir skills, knowledge andtheir skills, knowledge and

abilities.abilities.

AssistantAssistant--to positionsto positions allowallowemployees with potential toemployees with potential towork under and be coached bywork under and be coached byucce ful mana er .ucce ful mana er .

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6. Employee Development6. Employee DevelopmentMethodsMethods

Employee development methodsEmployee development methods

SimulationsSimulations include case studies, decisioninclude case studies, decision

games and role plays and are intended togames and role plays and are intended toimprove decisionimprove decision--making.making.

Outdoor trainingOutdoor training typically involves challengestypically involves challengeswhich teach trainees the importance ofwhich teach trainees the importance of

teamwork.teamwork.

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Steps in the Training ProcessSteps in the Training Process

1. Organizational objectives1. Organizational objectives

2. Assessment of Training needs2. Assessment of Training needs

3. Establishment of Training goals3. Establishment of Training goals

4. Devising training programme4. Devising training programme

5. Implementation of training programme5. Implementation of training programme

6. Evaluation of results6. Evaluation of results

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OrganizationalOrganizational Objectives &Objectives &

StrategiesStrategies

The first step in the training process in anThe first step in the training process in an

organization is the assessment of itsorganization is the assessment of itsobjectives and strategies. What business areobjectives and strategies. What business arewe in? At what level of quality do we wish towe in? At what level of quality do we wish toprovide this product or service? Where doprovide this product or service? Where do

we want to be in the future? It is only afterwe want to be in the future? It is only afteranswering these related questions that theanswering these related questions that theorganization must assess the strengths andorganization must assess the strengths andweaknesses of its human resources.weaknesses of its human resources.

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Needs AssessmentNeeds Assessment

Needs assessment diagnosis present problemsNeeds assessment diagnosis present problemsand future challenges to be met throughand future challenges to be met throughtraining and development. Organizationstraining and development. Organizationsspend vast sums of money (usually as aspend vast sums of money (usually as apercentage on turnover) on training andpercentage on turnover) on training anddevelopment. Before committing such hugedevelopment. Before committing such huge

resources, organizations that implementresources, organizations that implementtraining programs without conducting needstraining programs without conducting needsassessment may be making errors. Needsassessment may be making errors. Needsassessment occurs at two levelsassessment occurs at two levels-- group andgroup andindividual.individual.

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3. Employee Training3. Employee Training

Determining Training Needs

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Deriving instructional objectivesDeriving instructional objectives

These provide the input for designing theThese provide the input for designing thetraining program as well as for thetraining program as well as for the

measures of success that would helpmeasures of success that would helpassessment of itassessment of it

EgEg After training the employee will be ableAfter training the employee will be able

to calculate mark on all merchandiseto calculate mark on all merchandise

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Designing the training programDesigning the training program

who participates in the trainingwho participates in the training Who are the trainers ?Who are the trainers ?

What techniques of trainingWhat techniques of training What level of learningWhat level of learning Where the training will be conductedWhere the training will be conducted

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4. Methods of Employee Training4. Methods of Employee Training

OnOn--thethe--job training methodsjob training methods Job RotationJob Rotation

Understudy AssignmentsUnderstudy Assignments Learning by experienceLearning by experience

Least expensiveLeast expensive

Free from artificial situationFree from artificial situation

Not systematically organizedNot systematically organized

Employee may lack expertiseEmployee may lack expertise

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Methods of trainingMethods of training

Lectures: verbal presentation, can be usedLectures: verbal presentation, can be usedfor large number of people , but lowfor large number of people , but low

popularity , one way communication , nopopularity , one way communication , nofeedback , boringfeedback , boring

Audio Visuals : television, slides,Audio Visuals : television, slides,

overheads and filmsoverheads and films On the job training: conducted at workOn the job training: conducted at work

sitesite

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Programmed instructionsProgrammed instructions

Training without intervention of trainerTraining without intervention of trainer Books and aids providedBooks and aids provided

After reading the employees answersAfter reading the employees answersquestions based on itquestions based on it

Computer Aided InstructionComputer Aided Instruction

Simulators: case study, roleplaying ,Simulators: case study, roleplaying ,vestibule trainingvestibule training

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Sensitivity trainingSensitivity training Small no. of trainees 12Small no. of trainees 12 Meet passive trainer and gain insight into theirMeet passive trainer and gain insight into their

own and others behaviorsown and others behaviors

Held away from workplaces, discussions are heldHeld away from workplaces, discussions are heldon why participants behave the way they do,on why participants behave the way they do,how they perceive each other , feelings andhow they perceive each other , feelings andemotionsemotions

Provides increased awareness about ownProvides increased awareness about ownbehavior and how they are perceived by other,behavior and how they are perceived by other,greater openness, increased tolerance , listeninggreater openness, increased tolerance , listeningskills and conflict resolution skillsskills and conflict resolution skills

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Learning principlesLearning principles

Employee motivationEmployee motivation Recognition of individual differencesRecognition of individual differences

Practice opportunityPractice opportunity Knowledge of resultsKnowledge of results GoalsGoals Schedule of learningSchedule of learning

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Conduct of trainingConduct of training

At job itselfAt job itself On site but not jobOn site but not job

Off the siteOff the siteIMPLEMENTATIONIMPLEMENTATION

Busy scheduleBusy schedule

CommunicationCommunication

Availability of trainersAvailability of trainers

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Training evaluationTraining evaluation

Training validity: did they learnTraining validity: did they learn Transfer validity: was it transferred on jobTransfer validity: was it transferred on job

Inter organisationalInter organisational validityvalidity

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Types of trainingTypes of training

Orientation training or induction trainingOrientation training or induction training--toto putputthe new recruits at ease and to make himthe new recruits at ease and to make him

introduced with key personnel and informedintroduced with key personnel and informedabout company policies, procedures andabout company policies, procedures andbenefits.benefits.

Refresher trainingRefresher training

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Job-instruction training-including foursteps::

1.1.Orient trainees to job situation by providing them withOrient trainees to job situation by providing them withan overview of the job.an overview of the job.2.2.Demonstrate the entire jobDemonstrate the entire job3.3.Ask trainees to do the jobAsk trainees to do the job

4.4.Evaluate employee performance periodically and offerEvaluate employee performance periodically and offersupplementary training if necessarysupplementary training if necessary

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Apprenticeship trainingApprenticeship training--commonlycommonly found infound inindustries such as carpentry and plumbing,industries such as carpentry and plumbing,apprentices are trainees here who spend aapprentices are trainees here who spend a

prescribed period of time working with anprescribed period of time working with anexperienced, master worker.experienced, master worker.

Training for promotionTraining for promotion

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Philosophyof trainingPhilosophyof training

Training efforts must invariably followTraining efforts must invariably followcertain learningcertain learning oriented guidelinesoriented guidelines--

1.1. ModelingModeling--the selected model should provide the rightthe selected model should provide the rightkind of behavior to be copied by others. if we want tokind of behavior to be copied by others. if we want tochange people, it would be a good idea to havechange people, it would be a good idea to havevideotapes of people showing the desired behavior.videotapes of people showing the desired behavior.

2.Motivation2.Motivation--when the employee is motivated, he payswhen the employee is motivated, he paysattention to what is being said, done and presented.attention to what is being said, done and presented.

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3.Reinforcement3.Reinforcement positive reinforcement consistspositive reinforcement consists

of rewarding desired behaviours.people avoidof rewarding desired behaviours.people avoidcertain behaviors that invite criticism andcertain behaviors that invite criticism andpunishment.punishment.

4.feedback4.feedback--people learn best if feedback is givenpeople learn best if feedback is givenas soon as possible after training as everyas soon as possible after training as everyemployee wants to know what is expected fromemployee wants to know what is expected from

him and how well he is doing.him and how well he is doing.

5.Spaced practice5.Spaced practice--learning takes place easily if thelearning takes place easily if thepractice sessions are spread over a period ofpractice sessions are spread over a period of

time.time.

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6.Whole learning6.Whole learning--the employees learn better if thethe employees learn better if thejob information is explained as an entire logicaljob information is explained as an entire logicalprocess, so that they can see how the variousprocess, so that they can see how the variousactions fit together into the big picture.actions fit together into the big picture.

7.Applicability of training7.Applicability of training--training should be as realtraining should be as realas possible so that trainees can successfullyas possible so that trainees can successfully

transfer the new knowledge to their jobs.transfer the new knowledge to their jobs.

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8.enviornment8.enviornment--it is natural that workers who areit is natural that workers who areexposed to training in comfortable environmentsexposed to training in comfortable environments

with adequate ,well spaced rest periods arewith adequate ,well spaced rest periods aremore likely to learn than employees whosemore likely to learn than employees whosetraining conditions are less than ideal.training conditions are less than ideal.

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RETRAININGRETRAINING--??

RetrainingRetraining is the process of learning a newis the process of learning a newskill or trade, often in response to askill or trade, often in response to a

change in the economic environment.change in the economic environment.Generally it reflects changes in professionGenerally it reflects changes in professionchoice rather than an "upward" movementchoice rather than an "upward" movementin the samein the same

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Importance of training objectiveImportance of training objective

The resources are always limited and training objectives actuallyThe resources are always limited and training objectives actuallylead the design of training program.lead the design of training program.

It provides the clear guidelines and develops the training programIt provides the clear guidelines and develops the training program

in in less time because objectives focus specifically on needs.in in less time because objectives focus specifically on needs. Training objectives tell the trainee that what is expected out ofTraining objectives tell the trainee that what is expected out ofhim at the end of training program.him at the end of training program.

Training objectives are of great significance from a no. ofTraining objectives are of great significance from a no. ofstakeholders perspectivesstakeholders perspectives--

1.1. TrainerTrainer2.2. TraineeTrainee

3.3. DesignerDesigner

4.4. EvaluatorEvaluator

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Benefits for Trainees areBenefits for Trainees are--

Helps in reducing the anxiety of the trainee upHelps in reducing the anxiety of the trainee upto some extent.to some extent.

Keep the participants aware of the happenings,Keep the participants aware of the happenings,rather than keeping it surpriserather than keeping it surprise

Helps in increase in concentration, which is theHelps in increase in concentration, which is thecrucial factor to make training successful.crucial factor to make training successful.

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Benefits for trainerBenefits for trainer--

Helps the trainer to measure the progressHelps the trainer to measure the progressof trainees and make the requiredof trainees and make the required

adjustments.adjustments. Now trainer can establish relationshipNow trainer can establish relationship

between objectives and particularbetween objectives and particular

segments of training.segments of training.

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Benefits for designerBenefits for designer

Being aware of objective, he can design theBeing aware of objective, he can design thetraining package accordingly.training package accordingly.

Now he can look for training methods, trainingNow he can look for training methods, trainingequipments and training content accordingly toequipments and training content accordingly toachieve that objective. Without any guidance, heachieve that objective. Without any guidance, hecant design.cant design.

ExampleExample--Training objective is to deal effectivelyTraining objective is to deal effectivelywith customers to increase the sales.with customers to increase the sales.

Now the designer ll includeNow the designer ll include--ways to improveways to improveinterpersonal skills, verbal and noninterpersonal skills, verbal and non--verbalverballanguage etc.language etc.

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Benefit for evaluatorBenefit for evaluator

The objective provides him a standard forThe objective provides him a standard forevaluation of progress of trainee.evaluation of progress of trainee.

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Models of trainingModels of training--

Training is a transforming process that requires some inputTraining is a transforming process that requires some inputand it turn it produce output in the form of knowledge,and it turn it produce output in the form of knowledge,skills and attitudes.skills and attitudes.

The threemodels of training areThe threemodels of training are--

1.1. The system modelThe system model2.2. Instructional system development modelInstructional system development model3.3. Transitional modelTransitional model

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The system model of trainingThe system model of training--

ItIt consists of fivephasesconsists of fivephases which should be repeated on awhich should be repeated on aregular basis to make further improvements. the trainingregular basis to make further improvements. the training

should achieve the purpose of helping the employeesshould achieve the purpose of helping the employees toto

perform their work to required standards. The steps areperform their work to required standards. The steps are--

ANALYSE

DESIGN

DEVELOP

EVALUATE

EXECUTE

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1.1. ANALYSEANALYSE--Analyze and identify the training needsAnalyze and identify the training needs--

what do they need to learn.what do they need to learn.2.2. DESIGNDESIGN--It requires developing the objective ofIt requires developing the objective of

training, identifying the learning steps, sequencing andtraining, identifying the learning steps, sequencing andstructuring the contents.structuring the contents.

3.3. DEVELOPDEVELOP--Listing the activities in the training programListing the activities in the training programthat ll assist the participants to learn, examiningthat ll assist the participants to learn, examiningtraining material, selecting delivery method, validatingtraining material, selecting delivery method, validatinginformation to be imparted to.information to be imparted to.

4.4. EXECUTEEXECUTE--Its the hardest part of the system becauseIts the hardest part of the system becauseone wrong step can lead to the failure of wholeone wrong step can lead to the failure of wholetraining program.training program.

5.5. EVALUATEEVALUATE--Evaluating each phase to make sure it hasEvaluating each phase to make sure it hasachieved its aim in terms of subsequent workachieved its aim in terms of subsequent work

performance.performance.

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Instructional systemdevelopment modelInstructional systemdevelopment model

This model was made to answerThis model was made to answerthe training problems. In itthe training problems. In ittraining objectives aretraining objectives aredesigned on the basis of jobdesigned on the basis of jobresponsibilities and jobresponsibilities and jobdescription. And on the basisdescription. And on the basisof designed objectiveof designed objective,performance is measured. The,performance is measured. TheISD model is a continuousISD model is a continuous

process that lasts throughoutprocess that lasts throughoutthe training program. Thisthe training program. Thismodel comprises of fivemodel comprises of fivestagesstages--

PLANNING

DEVELOPMENTEXECUTION

ANALYSIS

FEEDBACK

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1.1. ANALYSISANALYSIS--This phase consist of training needThis phase consist of training needassesment,job analysis and target audience analysis.assesment,job analysis and target audience analysis.

2.2. PlanningPlanning--This phase consist of setting goal of theThis phase consist of setting goal of thelearning,outcome,types of training material, medialearning,outcome,types of training material, mediaselection, methods of evaluating the trainee, trainerselection, methods of evaluating the trainee, trainerand the training program.and the training program.

3.3. DEVELOPMENTDEVELOPMENT--This phase translates designThis phase translates designdecisions into training material. it consists ofdecisions into training material. it consists ofdeveloping course material, includingdeveloping course material, includinghandouts,workbooks,visual aids etc.handouts,workbooks,visual aids etc.

4.4. EXECUTIONEXECUTION--it focuses on logistical arrangements,it focuses on logistical arrangements,such as arrangingsuch as arrangingspeakers,equipments,benches,podiums,food facilities,speakers,equipments,benches,podiums,food facilities,cooling lighting ,parking and other training accessories.cooling lighting ,parking and other training accessories.

5.5. EVALUATIONEVALUATION--evaluating whole process.evaluating whole process.

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Transitional model of trainingTransitional model of training

Transitional model focuses on theTransitional model focuses on theorganization as a whole. the otherorganization as a whole. the otherloop describes the vision, mission andloop describes the vision, mission and

values of the organization on thevalues of the organization on thebasis of which training model i.e.basis of which training model i.e.inner lop is executed.inner lop is executed.

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MISSION

VALUES

VISIONIMPLEMENT

PLAN

OBJECTIVE

EVALUATE

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1.1. VISIONVISION--It focuses on the milestones that theIt focuses on the milestones that theorganization would like to achieve after the definedorganization would like to achieve after the defined

point of time. A vision statement tell that where thepoint of time. A vision statement tell that where theorganization sees itself few years down the line.organization sees itself few years down the line.

2.2. MISSIONMISSION--explain the reason of organizationalexplain the reason of organizationalexistance.the reason of developing a missionexistance.the reason of developing a mission

statement is to motivate, inspire and inform thestatement is to motivate, inspire and inform theemployees regarding the organization.employees regarding the organization.

3.3. VALUESVALUES--vision is the translation of vision and missionvision is the translation of vision and missioninto communicable ideals. it reflects the deeply holdinto communicable ideals. it reflects the deeply hold

values of the organization. foe examplevalues of the organization. foe example--socialsocialresponsibility, excellent customer serviceresponsibility, excellent customer service