INTRODUCTION

Every organization needs to have well trained and experienced people to perform
the activities that have to be done. This is the most important aspect of human
resource management. It is widely known that human resource management helps
people to expand their capabilities and offer numerous opportunities. It is also felt
that the expanded capabilities and opportunity for people at work will lead directly
to improvement in operating effectiveness. The human resources approach means
that better people achieve better results. So if the current or potential job occupant
can meet this requirement, training is not important. But when this is not the case,
it is necessary to raise the skill levels an increase the versatility and adaptability of
employees. Inadequate job performance or a decline in productivity or changes
resulting out of job redesigning or a technological break through require some
type of training and development effort. As the jobs become more complex, the
importance of employee development through training also increases.
In a rapidly changing society, employees training and development is not only an
activity that is desirable but also an activity that an organization must commit
resources to if, it is to maintain a viable and knowledgeable work force. In fact
industrial to, if is to maintain a viable and knowledgeable work force. In fact
industrial growth cannot take place properly without trained manpower. The
technological advancement is taking place at such a rapid speed that the
knowledge and skill required become obsolete at much faster rate. In order to cope
up with the fast changes in requirement of skill and knowledge due to advancement
of technology the need for systematic training has been felt in almost all
organizations.

Having selected most suitable persons for various jobs in the organization through
the application of scientific techniques, the next function of personnel management
is to arrange for their training. All types of jobs in the organization usually require
some type of training for their efficient performance. Employees talent are not
fully productive without a systematic training programme. Moreover, big
organization hires a large number of young people every year. Because the vat
majority of these do not know how to perform jobs assigned to them in work at
some college or institution, must receive some initial training in the form of
orientation to the policies, practices and ways of their employing organization.
The need for a systematic training has increased because of rapid technological
changes, which create new jobs and eliminate old ones. New jobs require some of
special skills which may be developed in old workforce only by giving them
necessary training.
The employees try to train themselves by trial and error or by observing other if no
training programme exists in the organization. But it is an established fact that the
absence of systematic training programme will result in higher training costs. The
employee will take much longer time in learning the skills. He may not be able to
learn the best operating methods. Thus, adequate training is equally desirable for
the organization and the employee.

TRAINING AND DEVELOPMENT-PRACTICE

Training and development encompasses three main activities: training, education,
and development. Training: This activity is both focused upon, and evaluated
against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may
potentially hold in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the
future, and is almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several
classes. The sponsors of training and development are senior managers. The clients
of training and development are business planners. Line managers are responsible
for coaching, resources, and performance. The participants are those who actually
undergo the processes. The facilitators are Human Resource Management staff.
And the providers are specialists in the field. Each of these groups has its own
agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts that are the best part of career consequences are those that take place
between employees and their bosses. The number one reason people leave their
jobs is conflict with their bosses. And yet, as author, workplace relationship
authority, and executive coach, Dr. John Hoove points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look stupid." Training
an employee to get along well with authority and with people who entertain diverse
points of view is one of the best guarantees of long-term success. Talent,

knowledge, and skill alone won't compensate for a sour relationship with a
superior, peer, or customer.
Typical roles in the field include executive and supervisory/management
development, new-employee orientation, professional-skills training, technical/job
training, customer-service training, sales-and-marketing training, and health-andsafety training. Job titles may include vice-president of organizational
effectiveness, training manager or director, management development specialist,
blended-learning designer, training-needs analyst, chief learning officer, and
individual career-development advisor.
Talent development is the process of changing an organization, its employees, its
stakeholders, and groups of people within it, using planned and unplanned
learning, in order to achieve and maintain a competitive advantage for the
organization. Rothwell notes that the name may well be a term in search of a
meaning, like so much in management, and suggests that it be thought of as
selective attention paid to the top 10% of employees, either by potential or
performance.
While talent development is reserved for the top management it is becoming
increasingly clear that career development is necessary for the retention of any
employee, no matter what their level in the company. Research has shown that
some type of career path is necessary for job satisfaction and hence job retention.
Perhaps organizations need to include this area in their overview of employee
satisfaction.

The term talent development is becoming increasingly popular in several

organizations, as companies are now moving from the traditional term training and
development. Talent development encompasses a variety of components such as
training, career development, career management, and organizational development,
and training and development. It is expected that during the 21st century more
companies will begin to use more integrated terms such as talent development.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Training and career development are very vital in any company or organization
that aims at progressing. Training simply refers to the process of acquiring the
essential skills required for a certain job. It targets specific goals, for instance
understanding a process and operating a certain machine or system. Career
development, on the other side, puts emphasis on broader skills, which are
applicable in a wide range of situations. This includes decision making, thinking
creatively and managing people.
1. Help in addressing employee weaknesses:
Most workers have certain weaknesses in their workplace, which hinder
them from giving the best services. Training assists in eliminating these
weaknesses, by strengthening workers skills. A well organized development
program helps employees gain similar skills and knowledge, thus bringing
them all to a higher uniform level. This simply means that the whole
workforce is reliable, so the company or organization doesnt have to rely
only on specific employees.
2. Improvement in workers performance:
A properly trained employee becomes more informed about procedures for
various tasks. The worker confidence is also boosted by training and
development. This confidence comes from the fact that the employee is fully
aware of his/her roles and responsibilities. It helps the worker carry out the
duties in better way and even find new ideas to incorporate in the daily
execution of duty.

3. Consistency in duty performance:

A well organized training and development program gives the workers
constant knowledge and experience. Consistency is very vital when it comes
to an organizations or companys procedures and policies. This mostly
includes administrative procedures and ethics during execution of duty.
4. Ensuring worker satisfaction:
Training and development makes the employee also feel satisfied with the
role they play in the company or organization. This is driven by the great
ability they gain to execute their duties. They feel they belong to the
company or the organization that they work for and the only way to reward
it is giving the best services they can.
5. Increased productivity:
Through training and development the employee acquires all the knowledge
and skills needed in their day to day tasks. Workers can perform at a faster
rate and with efficiency thus increasing overall productivity of the company.
They also gain new tactics of overcoming challenges when they face them.
6. Improved quality of services and products:
Employees gain standard methods to use in their tasks. They are also able to
maintain uniformity in the output they give. This results with a company that
gives satisfying services or goods.
7. Reduced cost:
Training and development results with optimal utilization of resources in a
company or organization. There is no wastage of resources, which may

cause extra expenses. Accidents are also reduced during working. All the
machines and resources are used economically, reducing expenditure.

8. Reduction in supervision:
The moment they gain the necessary skills and knowledge, employees will
become more confident . They will become self reliant and require only little
guidance as they perform their tasks. The supervisor can depend on the
employees decision to give quality output. This relieves supervisors the
burden of constantly having to give directives on what should be done.

PRINCIPLES OF TRAINING AND DEVELOPMENT

Relevance: Provide relevant training so that employees can see the value of
the development plans. Long meetings that dont seem to have anything to
do with their day-to-day duties can turn off employees to future training and
make it difficult to implement new development modules.
Timing: Keep training sessions short and to the point. The staff can become
overwhelmed when supplied with too much information at one time. Infuse
the employees with important skill updates that they can put to use
immediately.
Flexibility: Give employees training that allows them to incorporate the
methods as they see fit when appropriate. Giving employees autonomy to
make decisions builds a stronger workforce that takes pride in its work
product.
Goals: Define the company goals and devise training and staff development
techniques that lead to fulfilling those goals. Keep all staff development
projects aligned with the company purpose and focused on customer
satisfaction.
Identifiers: Identify the skills and characteristics of individual employees
and arrange for them to participate in training that taps into their natural
abilities.
Consistency: Maintain a consistent schedule of training as part of the
company culture. Staff development should be an ongoing, integral part of

the business to ensure optimal production and employee satisfaction while

keeping up with trends and changes in your industry as they occur.

Support: Support the efforts of the staff who indicate a desire for selfimprovement. Listen to the employees when they tell you what kind of
training they need and how it will improve their performance.
Encouragement: Encourage the staff to engage in staff development
projects and to make suggestions. Allow the staff to collaborate and develop
teams that are directly involved in future training plans.
Supply: While training and coaching are an integral part of staff
development, the company must supply the staff with the tools they need to
be successful. Update computers and other equipment as needed when
company implement new work processes or place additional expectations on
employees.
Intervention: When the manger see a problem within the staff, nip it in the
bud early by talking to the errant worker or instituting changes that
effectively stop the harmful behavior. Allowing staff members to continue
upsetting the flow of work can be infectious and negate the efforts at
positive staff development.

METHODS OF TRAINING
A large variety of methods of training are used in business. Even within one
organization different methods are used for training different people. All the
methods are divided into two classifications for:
A. On-the-job training Methods:
Under these methods new or inexperienced employees learn through observing
peers or managers performing the job and trying to imitate their behaviour. These
methods do not cost much and are less disruptive as employees are always on the
job, training is given on the same machines and experience would be on already
approved standards, and above all the trainee is learning while earning. Some of
the commonly used methods are:
1. Coaching: Coaching is a one-to-one training. It helps in quickly identifying the
weak areas and tries to focus on them. It also offers the benefit of transferring
theory learning to practice. The biggest problem is that it perpetrates the existing
practices and styles. In India most of the scooter mechanics are trained only
through this method.
2. Mentoring: The focus in this training is on the development of attitude. It is
used for managerial employees. Mentoring is always done by a senior inside
person. It is also one-to- one interaction, like coaching.

3. Job Rotation: It is the process of training employees by rotating them through a

series of related jobs. Rotation not only makes a person well acquainted with
different jobs, but it also alleviates boredom and allows to develop rapport with a
number of people. Rotation must be logical.
4. Job Instructional Technique (JIT): It is a Step by step (structured) on the job
training method in which a suitable trainer (a) prepares a trainee with an overview
of the job, its purpose, and the results desired, (b) demonstrates the task or the skill
to the trainee, (c) allows the trainee to show the demonstration on his or her own,
and (d) follows up to provide feedback and help. The trainees are presented the
learning material in written or by learning machines through a series called
frames. This method is a valuable tool for all educators (teachers and trainers). It
helps us:
a. To deliver step-by-step instruction
b. To know when the learner has learned
c. To be due diligent (in many work-place environments)
5. Apprenticeship: Apprenticeship is a system of training a new generation of
practitioners of a skill. This method of training is in vogue in those trades, crafts
and technical fields in which a long period is required for gaining proficiency. The
trainees serve as apprentices to experts for long periods. They have to work in
direct association with and also under the direct supervision of their masters.
The object of such training is to make the trainees all-round craftsmen. It is an
expensive method of training. Also, there is no guarantee that the trained worker
will continue to work in the same organisation after securing training. The
apprentices are paid remuneration according the apprenticeship agreements.

6. Understudy: In this method, a superior gives training to a subordinate as his

understudy like an assistant to a manager or director (in a film). The subordinate
learns through experience and observation by participating in handling day to day
problems. Basic purpose is to prepare subordinate for assuming the full
responsibilities and duties.
B. Off-the-job Training Methods:
Off-the-job training methods are conducted in separate from the job environment,
study material is supplied, there is full concentration on learning rather than
performing, and there is freedom of expression. Important methods include:
1. Lectures and Conferences: Lectures and conferences are the traditional and
direct method of instruction. Every training programme starts with lecture and
conference. Its a verbal presentation for a large audience. However, the lectures
have to be motivating and creating interest among trainees. The speaker must have
considerable depth in the subject. In the colleges and universities, lectures and
seminars are the most common methods used for training.
2. Vestibule Training: Vestibule Training is a term for near-the-job training, as it
offers access to something new (learning). In vestibule training, the workers are
trained in a prototype environment on specific jobs in a special part of the plant.
An attempt is made to create working condition similar to the actual workshop
conditions. After training workers in such condition, the trained workers may be
put on similar jobs in the actual workshop.
This enables the workers to secure training in the best methods to work and to get
rid of initial nervousness. During the Second World War II, this method was used
to train a large number of workers in a short period of time. It may also be used as

a preliminary to on-the job training. Duration ranges from few days to few weeks.
It prevents trainees to commit costly mistakes on the actual machines.
3. Simulation Exercises: Simulation is any artificial environment exactly similar
to the actual situation. There are four basic simulation techniques used for
imparting training: management games, case study, role playing, and in-basket
training.
(a) Management Games: Properly designed games help to ingrain thinking habits,
analytical, logical and reasoning capabilities, importance of team work, time
management, to make decisions lacking complete information, communication and
leadership capabilities. Use of management games can encourage novel, innovative
mechanisms for coping with stress.
Management games orient a candidate with practical applicability of the subject.
These games help to appreciate management concepts in a practical way. Different
games are used for training general managers and the middle management and
functional heads executive Games and functional heads.
(b) Case Study:Case studies are complex examples which give an insight into the
context of a problem as well as illustrating the main point. Case Studies are trainee
centered activities based on topics that demonstrate theoretical concepts in an
applied setting.
A case study allows the application of theoretical concepts to be demonstrated, thus
bridging the gap between theory and practice, encourage active learning, provides
an opportunity for the development of key skills such as communication, group
working and problem solving, and increases the trainees enjoyment of the topic
and hence their desire to learn.

(c) Role Playing: Each trainee takes the role of a person affected by an issue and
studies the impacts of the issues on human life and/or the effects of human
activities on the world around us from the perspective of that person.
It emphasizes the real- world side of science and challenges students to deal with
complex problems with no single right answer and to use a variety of skills
beyond those employed in a typical research project.
In particular, role-playing presents the student a valuable opportunity to learn not
just the course content, but other perspectives on it. The steps involved in role
playing include defining objectives, choose context & roles, introducing the
exercise, trainee preparation/research, the role-play, concluding discussion, and
assessment. Types of role play may be multiple role play, single role play, role
rotation, and spontaneous role play.
(d) In-basket training: In-basket exercise, also known as in-tray training, consists
of a set of business papers which may include e-mail SMSs, reports, memos, and
other items. Now the trainer is asked to prioritise the decisions to be made
immediately and the ones that can be delayed.

4. Sensitivity Training: Sensitivity training is also known as laboratory or T-group

training. This training is about making people understand about themselves and
others reasonably, which is done by developing in them social sensitivity and
behavioral flexibility. It is ability of an individual to sense what others feel and
think from their own point of view.
It reveals information about his or her own personal qualities, concerns, emotional
issues, and things that he or she has in common with other members of the group.
It is the ability to behave suitably in light of understanding.
A groups trainer refrains from acting as a group leader or lecturer, attempting
instead to clarify the group processes using incidents as examples to clarify general
points or provide feedback. The group action, overall, is the goal as well as the
process.

PROCEDURE OF TRAINING:

For a successful designing and conducting of a traing programme the following

procedure is required to be followed:
1. Determining training needs: The training need can be identified with the
help of the following analysis:
Organizational analysis
Resource utilization analysis
Manpower analysis
These analysis should be integrated carefully to design and execute the
training programme.
2. Selecting the target group: It is necessary to decide who is to be trained
new or old employees, unskilled are semi skilled workers, supervisors or
executives. The type and methods to be to be used will depend upon the type
of person to be trained. It is also necessary to create a desire for learning.
The employees will be interested in training if they believe that it will
benefit them personally.
3. Preparing the trainers: The success of a training programme to a great
extent depends upon the instructor. The trainer must know both the job to be
taught and how to teach it. He should employ the right training technique.
He should have:
An aptitude for teaching.
A pleasing personality.

 Capacity for leadership.

4. Preparing the trainer: The trainee should be put at ease. Most people are
somewhat nervous when approaching an unfamiliar task. The trainee should
be made to feel close to his normal working conditions. The trainer can
famaliarise him with the equipments, tools, processes etc.
5. Developing training packages: This step involves deciding the content of
training, designing support material for training deciding budget for training
packages and choosing the appropriate training methods. A training course
may cover time periods ranging from one week to a few months.
6. Presentation: This is the action plan of training. The trainer explains,
demonstrates and illustrates in order to put over the new knowledge and
operation. The learner should be told of the sequence of the entire job, the
need for each step in the job, the relationship of the job to the total workflow
etc. Instructions should be clear and complete. Key points should be stressed
upon and one point should be explained at a time. Audio visual aid should be
used to demonstrate and illustrate.
7. Performance tryout: The trainee is asked to do the job several times
slowly. His mistakes are corrected and if necessary the complicated steps are
explained again. As soon as the trainee demonstrates that he can do the job,
he put on his own.
8. Follow up: The feedback generated through follow up will help to reveal the
weakness if any. Necessary corrective actions can be taken. Follow up action
reinforces the learning process it also helps in designing future training
programmes.