Training and Development

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

Methods of Shaping Behavior

Attempt to mold individuals by guiding their learning in graduated steps.

Systematically reinforcing each successive step that moves an individual closer to the desired response.
There are four ways to shape behavior such as: (1) (2) (3) (4) Positive Reinforcement Negative Reinforcement Punishment Extinction
Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai 2

Methods of Shaping Behavior Cont

Positive Reinforcement: Praising the employee for a job well done. Schedules of Reinforcement
Reinforcement Schedule Continuous Fixed-Interval Variable-Interval Nature of Reinforcement
Reward given after each desired behavior Reward given at fixed time intervals Reward given at variable time intervals

Effect on Behavior
Fast learning of new behavior but rapid extinction Average and irregular performance with rapid extinction Moderately high and stable performance with slow extinction

Example
Compliments

Weekly paychecks

Pop quizzes

Fixed-Ratio

Reward given at fixed amounts of output

High and stable performance attained quickly but also with rapid extinction
Very high performance with slow extinction

Piece-rate pay

Variable-Ratio

Reward given at variable amounts of output

Commissioned sales
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Methods of Shaping Behavior Cont

Negative Reinforcement: Following a response by the termination or withdrawal of something unpleasant. Punishment: It is causing an unpleasant condition in an attempt to eliminate an undesirable behavior. Extinction: Eliminating any reinforcement that is maintaining a behavior.

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

What is Training??????
-Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. -A process whereby people acquire capabilities to aid in the achievement of organizational goals. Includes both hard and soft skills -Poorly trained employees may perform poorly and make costly mistakes.

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

Features of Training
Features of Training: Increase knowledge and skills for doing a particular job

It bridges the gap between job needs and employee skills, knowledge and behaviors.
Focuses attention on the current job. Concentrates on individual employees.

Tends to be more narrowly focused and oriented toward shortterm performance concerns.
Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai 6

Goals of Training
Some important goals of training are:
1. Training Validity- Did the trainees learn skills or acquire knowledge or abilities during training? Transfer Validity- Did the knowledge, skills or abilities learned in training lead to improved performance on the job?

2.

3.

Intra Organizational Validity-Is the job performance of a new group of trainees in the same organization that developed the program comparable to the job performance of the original training group(s)?
Inter Organizational Validity-can a training program that has been validated in the organization be used successfully in another firm?

4.

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

Linking Strategies and Training

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

Distinctions Between Training and Development

Learning Dimension Meant for Focus Scope Goal Initiated by Content Time-frame Training Trainees Current job Individual employee Fix current skill deficit Management Specific job related information Immediate Development Executives Current and future job Work group or organization Prepare for future work The individual General knowledge Long term

A Systematic Approach to Training

1.ASSESSMENT 2.IMPLEMENTATION 3. EVALUATION

Determine training needs

Select training approaches

Measure training outcomes

Identify training objectives

Conduct training

Compare training outcomes against criteria

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Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

Determining the Training Needs

Assessing Training Needs

Organizational Analysis

Job/Task Analysis

Individual/Person Analysis

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Determining the Training Needs

Organizational Analysis
Analysis of objectives Resource utilization analysis Environmental scanning

Role Analysis
Finding out how the various roles have to be performed and what kind of skills, knowledge, attitudes are needed to meet the job needs Data collection through questionnaires, interviews, reports , tests , observation etc. Appropriate training programme is prepared paying attention to 1.Performance standards required of employees 2.The tasks they have to discharge 3.The methods they will employ on the job 4.How they have learned such methods.
Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

Person Analysis
Whether performance is satisfactory or training is required?

Whether the employee is capable of being trained and the specific areas in which training is needed? Whether poor performers (who can improve with requisite training inputs) on the job need to be replaced by those who can do the job.

Organizational climate analysis

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Sources of Information for Training Needs Assessment

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Identifying Training Objectives

OBJECTIVES
INNOVATIVE
ANTICIPATING PROBLEMS BEFORE THEY OCCUR TEAM BUILDING SESSIONS WITH THE DEPENDENTS PROBLEMS SOLVING TRAINING CLERKS TO REDUCE COMPLAINTS TRAINING SUPERVISORS IN COMMUNICATIONS TO REDUCE GRIEVANCES
Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

ORIENTATION RECURRING

REGULAR ORIENTATION RECURRING TRAINING OF INTERVIEWERS REFRESHER COURSES ON SAFETY PROCEDURES

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The Training and Conduct Phase

Training Approaches

Location

Presentation

Type

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Location Options
On-the-Job-Training (It is provided when the workers are taught relevant knowledge, skills, and abilities at the actual workplace)
Job Instruction Training (JIT) Coaching Mentoring Job Rotation Apprenticeship Training Committee Assignments

Off-the-Job-Training (Trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance)
Vestibule Training Role Playing Lecture Method Conference/Discussion Approach Programmed Instruction
Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai 16

Stages for On-the-Job Training

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Presentation Options
The most common presentation techniques used by trainers are: 1. 2. 3. 4. 5. 6. 7. Slides and Videotapes Tele-training Computers Simulations Virtual Reality Classroom instruction Role plays

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Type Options
Skills Training Refresher Training Cross-Functional Training Team Training Creativity Training Diversity Training (work force diversity) Ethics Training Customer Service Training

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Evaluation of a Training Programme

Evaluation helps in controlling and correcting the training programme. Hamblin suggested five levels at which evaluation of training can take place , i.e. 1. Reactions-Participants reaction to the training at the time of training. 2. Learning-Participants learning of the content of the training. 3. Job Behavior-Participants use of their new skills and knowledge back on the job. 4. Organization-Participants use of training , learning and change in the job behavior of the department/organization in the form of increased productivity, quality, morale, sales turnover and the like. Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai
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Evaluation of a Training Programme

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Is It Worthy? The ROI of Training

Does it make a difference? How effective is it? What is the bottom line? These questions are important when it comes to training and have taken on increased importance given the current context of economic uncertainty and tight budgets. Investment in training may not be made without estimates that substantiate positive returns on those investments. Return on Investment(ROI) = (Training Benefits-Training Costs) * 100 Training Costs = Net Training Benefits * 100 Training Costs
Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai 22

Possible Costs and Benefits in Training

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Developing Human Resources

Development: Efforts to improve employees abilities to handle a variety of assignments and to cultivate employees capabilities beyond those required by the current job. Developing Specific Capabilities/Competencies: Lifelong learning Redevelopment

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Possible Development Focuses

For Managers For Technical Personnel

An action orientation Quality decision-making skills Ethical values Technical skills Team building Developing subordinates Direct others Dealing with uncertainty

Ability to work under pressure Ability to work independently To solve problems quickly To use past knowledge in a new situation

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Management Development Program

Management Development Program/Executive Development Program is a planned, systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage. It is primarily concerned with improving the performance of managers by giving them stimulating opportunities for growth and development.

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Methods/Techniques of MDPs

MDPs help in acquiring and developing different types of managerial skills and knowledge.

Different types of techniques are used to acquire and develop various types of managerial skills and knowledge.

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Methods of Developing Managers Types of Skills

1.Decision-Making Skills

Types of MDPs
(a) In-Basket Exercise (b) Business Games (c) Case Study
(a) Role Play (b) Sensitivity Training (c) Behavior Modeling (a) On-the-job Experiences (b) Coaching (c) Understudy

2.Interpersonal Skills

3.Job Knowledge

4.Organizational Knowledge
5.General Knowledge

(a) Job Rotation (b) Multiple Management

(a) Special Courses (b) Special Meetings (c) Special Readings (a) Special Projects (b) Committee Assignments
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6.Specifi Individual Needs

Problems with Management Development Efforts

Failing to conduct an adequate needs analysis

Trying out fad programs or training methods

Common Problems in Management Development

Failing to address organizational factors that result in encapsulated development

Substituting training instead of selecting qualified individuals

Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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Dr. Sarita Kumari,Professor,SIESCOMS,Navi Mumbai

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