Training & Development

Definition
• A systematic development of Knowledge,
Skills, Attitudes, Abilities & Competencies
required to perform a task/job adequately
• A learning experience that brings about a
relatively permanent change in an
individual, improving his ability to perform
a job better
• A process for improving organizational
performance through improved employee
performance
 Training vis-à-vis Development
TRAINING DEVELOPMENT

Traditionally focussed on non management Long term, strategic focus

staff in the past

Emphasis on skills, especially technical skills Capability building for handling future
higher responsibilities

Of immediate, current relevance & utility Oriented towards management staff

 Training Objectives & Training Effectiveness
• Training Objectives
- Improvement of performance

- Updating of employee skills/knowledge( new technology)

- Prevention of managerial obsolescence

- Organization Planning & Succession Planning (Org

perspective)

- Employeee growth & development (Individual perspective)

• Training effectiveness is the degree/level of change in the

Job Behaviour of an employee leading to better performance
that can be linked to the training
 Principles of Learning
• The Learning Curve

• Learning Styles
- VISUAL
- AUDITORY
- KINESTHETIC
• Motivation
- Trainees shd see the worth of training (Help in goal
achievement)
- Participants may be involved in planning the training
programme
• Reinforcement
- Secondary reinforcers (Praise/recognition improving
learning )
 POL -contd
• Participation – active involvement of
trainees in d process
• Feedback - individual & group FB to the
participants
• Structure & organization of the Training
Programme
- each module should smoothly flow into
the next one
• Repetition/Refresher Training
- helps in consolidating things learnt &
confidence building
 The Problem of Transfer of Learning
Application of New Learning or New Training is a challenge
The problem can be reduced by taking the following steps
:-

• Ensuring,within constraints, similarity between training &

job

• Providing an opportunity to handle the actual task

• Explaining the relevance & applicability of the training to

the job

• Designing & answering good FAQs

Making Skills Transfer Obvious
and Easy
• Similarity –training situation & work situation
• Practice - adequate practice

• Label -identify each feature of machine or step

in the process

• Attention – draw attention to critical aspects

• “Heads-up” – advance info about possible
stress

• Pace – best learning at trainee’s own pace

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 Reinforce The Learning
• Reinforce correct responses
o Schedule
o Follow-up assignments
• Transfer of training
• Other issues

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 The Orientation Process
• Employee
handbook
• Orientation
technology

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 Orienting and Onboarding New
Employees
• Welcome
• Basic information
• Understanding the
organization
• Socialization

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 Overview of the Training Process

• Aligning strategy
and training
• Aligning training and
performance

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 Overview of the Training
Process
• Inadequate training can expose the
employer to liability for negligent
training
• Training begins after orientation
o Ask what competencies
employees will need

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 The Training Process

ADDIE - Five step training process

•ANALYZE the training need

•DESIGN the training programme

•DEVELOP content – creating, collating the training materials

•IMPLEMENT by rolling out the training for the target group

•EVALUATE the effectiveness of the training

 Strategic Alignment
of Training Process
with Strategy

• ADDIE • Strategic needs

o Analyze
o Design • Strategic
o Develop training needs
o Implement analysis
o Evaluate

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 Training Need Analysis
-Strategic long term training needs & current training needs

•Strategic training need analysis identifies the kind of training

needed for future jobs arising out of ,say, new business. The TNA
findings also help in company’s succession planning

•Current training need analysis

➢Task analysis based on Job Description /specifications for
defining new employees’ training needs
➢Talent management using competency models; robust talent
management requires the use of same set of job-related
competencies for training as used for selection & appraisal
 Training Need Analysis (TNA)
TNA Methods
• Analysis of PMS data (Gap analysis)
• Annual Staff Conferences
• Study of new jobs to be introduced (OJT)
• Study of anticipated technological changes
• Study of organizational change programmes
• Surveys – attitude/motivation/satisfaction etc
• Inventories - Skill/competency (Gap analysis)
• Interviews /discussions with senior executives
 Designing the Training
Program
• Setting learning
objectives
• Creating a
motivational
learning
environment

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 Designing the Training Program
• Make the Learning Meaningful
o Bird’s-eye view of material to be presented
o Familiar examples
o Organize the material in logical units/modules
o Perceived need –pre-training buying in by
trainees about what they will learn

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SETTING LEARNING OBJECTIVES :
Learning objectives should be specific, linked to gaps identified in the TNA eg
if the need is to increase sales by 50% objectives should be to impart KSA
required to boost sales to get to the target
Many companies factor in constraints such as costs etc at this stage

CREATING A MOTIVATIONAL LEARNING ENVIRONMENT

Management must visibly support the programme so that buying in of the
training programme happens
Trainees should perceive the benefit of the training & be upbeat about
attending the training programme
Trainees should get the feeling that they would succeed in the programme &
that the value of the programme for them is high
Trainees’ peers & subordinates should also see the value of the training
Make skills transfer easy by maximizing the similarity between
the training situation & the work situation

Reinforce the learning - feedback, follow-up assignments etc

Ensure transfer of learning to the job

- pre training ,get inputs from supervisor & trainees

-during training provide experiences that trainees can relate to in

their work experience

- after training reward employees who are able to use the new
knowledge & skills
 Developing the Program

• Assemble training content and materials

• Training Methods
o iPads
o Workbooks
o Lectures
o PowerPoint slides
o Web- and computer-based activities
course activities
o Trainer resources and manuals
o Support materials

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Implementing Training
Programs
On-the-job training
Types of on-the-job training
•Coaching /understudy method
•Job rotation
•Special assignments

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 The OJT Process

• Preparation
• Present the operation
• Tryout
• Follow-up

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Off-the-Job Management Training
and Development Techniques
• Case studies
• Computerized management
games
• Outside seminars
• University programs
• Role-playing

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 Other Types of Learning
• Lifelong and Literacy Training Techniques – firms provide
continuous learning opportunities during employee’s tenure
• Team training
• Internet-based training
• Learning Management Systems (LMS)- software tools that
support Internet training by helping firms identify training
needs & conduct training
• Virtual classrooms – collaboration software that allows
multiple remote learners using PCs to participate in live AV
discussions ,communicate via written text
• Mobile Learning Copyright © 2015 Pearson Education, Inc. 8-26
Other Types of Learning
• Electronic performance support systems
(EPSS)-computerized tools & visuals which automate
training ,documentation;Job aids are sets of
instructions at jobsite to guide the employee
• Videoconferencing
• Computer-based training(CBT)-eg interactive
multimedia training
• Simulated learning

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Other Types of Learning
• Job instruction training –step by step learning by following the
sequential steps of a job
• Lectures
• Programmed learning – questions followed by answers &
instructions about next step
• Behavior modeling – showing trainees the right or ‘model’ way
of doing something (live or video) ,letting them practise &
giving them feedback
• Audiovisual-based training - films, DVDs (being replaced by
web based methods )
• Vestibule training – learning on actual or simulated equipment
in a separate Copyright
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 Other Types of Learning

• Apprenticeship
training
• Informal learning
Eg Siemens places tools in plant
cafeteria areas so that the
learning value of work
related discussions can be
captured & leveraged
(Vestibule in an informal
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ambience)
Off-the-Job Management Training and
Development Techniques

• Corporate universities
• Executive coaches
• SHRM learning system – combines
online learning modules with interactive
study tools to provide comprehensive
learning

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 Areas of Training
• Induction Training ( company policies/ learning
the new job)
• Skills training ( Ops training/ Technical training)
• People Skills Training/ team
working/interpersonal communication
• Problem solving training
• Supervisory Training
• General Management Training
• Apprentice Training ( Apprentices Act 1961 )
• Sensitivity Training ( eg Personal Growth
Laboratories )
 Implementing Management
Development Programs
• Strategy and development
• Candidate Assessment and the
9-Box Grid
• Managerial on-the-job training
• Coaching/understudy approach
• Action learning

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The management development process consists of
•Assessing the company’s strategic needs
•Appraising managers - current performance plus potential
•Developing managers to fill positions arising out of strategic
plan

Management development is normally a part of the company’s

succession planning for filling senior level positions

Companies like GE ,HUL have generic management

development programs where new managers are rotated
through different assignments. This helps in assessing potential
& superior candidates could be given a ‘fast track’ to senior level
positions
• Strategy & Development
Management Development programs should be aligned with
company strategy eg if business is extended overseas
managers with skills to handle such business would be
required & development programs have to be designed
around this need

• Candidate Assessment & the 9 Box Grid

Potential LOW MEDIUM HIGH on vertical axis
Performance LOW MEDIUM HIGH on horizontal axis
Company can give priority to high potential/high performance
group, followed by high potential/medium performance & so
on while choosing candidates for its MDPs
 • Managerial On-the Job Training
➢ Coaching/Understudy approach /Supernumerary approach
Trainee works with a senior manager who he will replace &
learns the job .
Some firms hire external coaches to help them with their
development efforts
A globally reputed coach may be engaged to work with the
company’s leadership team to build the strategic leadership
capabilities of the entire senior team
➢ Action learning approach
Managers work in functions other than their own. Small to
medium teams are given problems & provided structured
learning through coaching & feedback
OFF the JOB Management Training & Development Techniques
•Case study method
•Management games , including computerized games
•Seminars by Industry bodies
•Institute /university led MDPs for executive education
•Role playing
•Corporate universities( leadership development centres)
-Deloitte GE IBM
•Executive coaches – outside consultant who questions the
manager’s boss, peers, subordinates to identify his strengths &
weaknesses & counsels him/her so that strengths can be
leveraged & weaknesses overcome
Sensitivity Training ( also known as Laboratory or T group
training )

•Aim is to increase participant’s insight into his or her own behaviour

•Open expression of feelings in the trainer guided group is encouraged

•Typically 15 -20 people meet ,usually in an outside location with no specific

agenda

•The facilitator encourages participants to behave as they feel within the

group rather than in terms of their ‘baggage’ of past behaviour

•The success of the programme depends on the feedback each person gets
from others & participants’ openmindedness ( Facilitator has a key role)
Leadership Development at GE

•Leadership programs covering 3K employees pa to enable them

to run a large GE business
•Session C - Multilayer PMS where the CEO personally reviews
the top 600 executives in a year
•Crotonville – corporate training campus conducting classroom
learning plus team based training & culture trips
•Boca Raton – Annual meeting where the top 600 executives
share their ideas & arrive at an understanding of next year’s
strategy
•Periodic social get togethers with the CEO
 Evaluating the Training Effort
• Designing the study
• Controlled experimentation
• Training Effects to Measure
o Reactions
o Learning
o Behavior
o Results

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 Evaluation of Training
• Evaluation Criteria should focus on OUTCOMES
- Trainees’ ‘reaction’ to the ‘content’& ‘process’ of
training
- Impact of KSA acquired on actual job
performance
- Changes in performance behaviour as a result of
training
- Effect on measures such as turnover
(Both!)/absenteeism/Quality
• Some Benefits of Training
- Increased productivity/reduced wastage
- Improved morale/reduced supervision
- Improved Organizational stability
 Leading Organizational Change
• Unfreezing stage • Refreezing stage
o Urgency o Reinforcement
o Commitment o Monitor
• Moving stage
o Coalition
o Vision
o Acceptance
o Gains

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Managing Organizational Change
Programs
• What to change
o Structure
o Technology
o Other
• Lewin’s change
process
o Unfreezing
o Moving
o Refreezing

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