PROCESS / PROCEDURE OF CONDUCTING TRAINING PROGRAMME:Training programme needs to be prepared properly & as per the specific needs of the

organization. Secondly, training process / programme needs to be implemented in orderly manner, failing which the net result of training will not be positive / effective. Training process is lengthy and time consuming. It starts with the identification of training needs and ends when training is provided as per the needs and results are actually verified through evaluation technique. The steps involved in the training process / programme are as noted in the chart given on the next page: IDENTIFYING TRAINING NEEDS

SETTING TRAINING OBJECTIVES AND POLICY

DESIGNING TRAINING PROGRAMME

PREPARATION OF THE LEARNER

PRESENTATION OF OPERATIONS AND KNOWLEDGE

IMPLEMENTING TRAINING PROGRAMME

FOLLOW UP AND EVALUTION

1) Identifying Training Needs: Discovering / identifying the training needs of an organization is the first step in the systematic training process / programme. All training activities should be related to the specific needs of the organization and also of the individual employees. The training should start only after careful assessment of the training needs, failing which training process will be misdirected and positive benefits will not be available. The effectiveness

of a training process can be judged only with the help of training needs identification of training needs, the gap between the existing levels of knowledge, skills, performance and aptituted of employees and the required levels of knowledge, skills performance and aptitude should be clearly specified. The problem areas that can be resolved through training process should also be clearly identified. Here, the trouble sport are to be noted where training may be needed. It should be noted that training is not a cure all technique. Training needs can be identified clearly through the following types of analysis: a) Organisational Analysis, b) Operations Analysis, and c) Manpower Analysis a) Organisational Analysis related to the determination of the organizations goals, its resources and the allocation of the resources as they relate to the organizational goals. The analysis (detailed study) of the Organisational goals establishes the framework within which training needs can be defined more clearly. The purpose of orgainsational analysis is to determine where training emphasis should be placed within the orgainsational. The scope of orgainsational analysis is wide and includes: i) Analysis of objectives, ii) Resource utilization analysis, iii) organisation climate analysis, and iv)Environmental scanning. b) Operations analysis focuses attention on the task or job regardless of the employee doing the job. This type of analysis includes the determination with which the worker must perform the job and the specific worker behavior required in order to perform the job effectively. The jobs are also analysed in order to identify job contents, the knowledge, skills and aptitudes required and the work behavior. As regards the job holder, particular attention should be paid to the tasks to be performed, the methods to be used and the performance standards required of employees. The purpose of operations analysis is to decide what should be taught to employees for promising results. c) Manpower analysis reviews the knowledge, attitudes and skills of the worker in each position and determines what knowledge, attitudes / Skills he must acquire and what adjustments / alterations in his behaviour he must introduce if he is to contribute substantially to the attainment of orgainsational objectives. Thus, in this analysis, the employees to be trained and the changes required in the knowledge, skills and aptitudes of an employee are determined for giving training. Training can be effective (relevant and viable) if the three types of analysis (noted above) are carried on continuously. In addition, the conclusion from this

analysis should be integrated in a properly designed and executed training programme. 2) Setting Training Objectives and Policy : After deciding the training needs, the next logical step in the training process is to set training and development objectives in concrete terms. In fact, without clearly set objectives / goals, it is not possible to design a well planned training programme which is to be executed and also evaluated for judging its effectiveness. Training objectives decided should be tangible, Verifiable and measurable. Some objectives (e.g.Skills) are tangible while some others (e.g. behavioral objectives) are difficult to state precisely. The overall training objective is to fill in the gap between the existing and the desired pool of knowledge, skills and aptitudes. Defining training objectives in quantitative and qualitative terms is useful for designing, executing and also for evaluation of the training programme. Important objectives of training are as noted below: a) To impact basic knowledge and skills required for performing jobs efficiently in the case of new entrants. b) To assist employees to function more effectively in their present jobs by providing them the latest concepts, information and techniques and by developing skills which they need in their areas of work / activity. c) To build up a second line of capable, trustworthy and competent officers and make them ready to occupy more responsible positions as and when required. d) To broaden the minds of senior managers through exchange of view, information and experience (within and outside) so as to correct their narrow outlook develop due to over specialization. Such broadminded and matured mangers give proper tone to the entire organization and raise its productivity. Every orgainsation has to consider the features of existing manpower, the expected result through training and decide its training objectives which need not be uniform in the case of all organizations. The decision on training objectives is a basic one. The objectives decided should have wide coverage as training in one form or the other is required by all categories of employees including senior managers. The objectives of training are important as the ttraining programme / package is adjusted as per the objectives set. Moreover , training is basically for achieving the objectives decided. They constitute the foundation of training programme. 3) Designing Training Policy / Pragramme : After finalizing the objectives of training, the next step in the training process / programme is designing of training programme which acts as base of actual training to

employees. For achieving training objectives, an appropriate training policy is absolutely essential. This policy represents the commitment of top management to employee training and development. Training policy involves rules and procedures relating to training activity. Such Policy indicates the following: a) Training policy indicates companys honest intension to train and develop its employees. b) It guides the design and execution of training programmes. c) It identifies the critical areas where training is to be provided on priority basis for achieving the objectives. d) It provides appropriate opportunities to employees for their self improvement and development. Designing training programme becomes easy, one training objectives and training policy are clearly decided. For designing training programme, the following issues must be decided clearly: a) Who are the participants or who participate in the training programme? b) Who are the trainers? c) What methods and techniques are to be used for training purpose? d) What should be the type and level of traning? e) Where the training programme is to conducted? f) What learning principles are needed? g) What are the results to be achieved through the training programme? h) What are the priorities for training? i) What type of payments are to be made to trainees during the training? j) What outside agencies are to be associated with the training programme? Actual training package will be designed as per the decisions taken on the issues noted above. Every organization has to take independent decisions on these issues and adjust the training programme accordingly. In the final analysis, the training programme prepared should be need based and result oriented ot objectives oriented. 4) Preparing the Learner : The learner is made to feel at home. He must not feel nervous at the training centre. Relevent introduction about the training is provided. Training is linked with his nature of job. In oeder to install confidence the learner may be asked to say few words about what he already knows about the job. 5) Presenting Opreations and Knowledge : The success of training programme largely depends on the trainers ability to tell, show,illustrate and question by practice across the new knowledge and operations. The

trainee should be made familiar with the sequence of the entire job. The important components of the job should be explained one by one. Audio-visual aids can be profitably used to make the learning process easier for the trainees. Questions should be encouraged from the trainees. This will indicate the level of understanding of the trainees. Oral or written tests cab be conducted to determine success of training programme. The trainer is given free hand to find out whether the trainees have learned whatever has been imparted to them. 6) Implementing / Executing the Training Programme : After designing the training programme, the same is to be implemented as per the details decided. This means actual imparting training to trainees. Programme implementation involves concrete action on the following points: a) Organising training and other facilities and deciding the location of training where training activity is to be arranged. b) Arranging the schedule of training programme which will make training effective and also offer convenience to participants and trainers. c) Conducting training programme as per the designed prepared. d) Monitoring the progress of the training programme / process as well as the progress of trainees. Active participation of trainees in the training programme is a must. However, many managers are not willing to participate actively in the training programmes. Suitable academic background is also necessary in the case of trainees. In the execution of training programme, time factor is one more difficulty. Training for executives needs to be arranged without disturbing their busy schedule. It is also not possible to keep them away from the regular work during the training period. It is desirable to have separate administrative machinery for the execution of training programmes. This ensures orderly conduct of training and maintaining records, follow-up and evaluation. Moreover, the efforts made and money invested on training will be wasted if the training programme is not implemented in a disciplined manner. 7) Follow-up and Evaluation of Training Process / Programme : This is the last step in the training process / programme. Here, the training program is already completed and the trainees go back to their departments or positions and start doing the work assigned. However, the management feels that training / development is a means and not the end in itself. Training is essentially for achieving certain objectives. Management will like to know actual results / benefits of training. For this, follow-up of training in the form of evaluation of training is essential. Management spent huge money

on training of employees and this expenditure should give positive return in terms of higher efficiency, productivity, high morale, cordial industrial relations and so on. For this, critical evaluation of training programme is essential. This indicates the effectiveness of training programmes is possible after analyzing the results available from such evaluation. In brief, evalution helps to determine the possible results of training and development programme. Unfortunately, many organizations overlook this important step in the training process. In some companies, suitable facilities required for evolution of training are not available.