What is training?

Training involves improving the skills, knowledge and attitudes of employees so as to become more efficient and productive.

Training
Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.

Training and development

Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.[1] Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to feel comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" &m dash; an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names.[1] Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:[1][2][3] Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. [3] Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.[3] 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.[3] 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.[4] 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 Hoover[5] points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." [1] 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.

Training and development - Definition

The official and ongoing educational activities within an organization designed to enhance the fulfillment and performance of employees. Training and development programs offered by a business might include a variety of educational techniques and programs that can be attended on a compulsory or voluntary basis by staff.

Difference Between Training & Management Development

The difference between training and management development tends to lie in timing. Typically, training is the process by which people are taught critical skills. Participants gain knowledge to carry out their current responsibilities. To goal is to improve performance in the short term. Development activities, on the other hand, tend to prepare people for additional job roles for the long term. Training usually refers to organized group events, such as workshops, classes or seminars that have a beginning and end date. Development tends to refer to more personalized, individualized experiences, such as a certification process, job rotation period, coaching or mentoring. Small-business owners can take advantage of the Small Business Administration Training Network for both training and management development needs.

Objectives of Training Improve the efficiency of workforce Make workers multi-skilled and flexible Introducing a new process or new machinery Reduce wastage of material and time Adapt to change

Types of Training Induction Training It involves introducing a new employee to its work environment. Usually, it includes introduction to colleagues, explaining the firms activities, procedures followed in the organisation, explaining the organisational structure, place of working etc. On the Job training A worker gets training by watching a more experienced worker doing the job. It is common for unskilled and semi-skilled jobs. Thus the worker gets trained while he is performing his regular duties. Off the job training This is when a worker goes away from the place of work to attend a special course. The training can be in the form of a seminar, workshop or a college course. Off the job training is usually conducted for managerial level employees.

METHODS OF TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format.

Two approaches of T and D Two approaches of T and D

Traditional approach Modern approach

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching.

 Modern approach- It is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

Methods of Training
COGNITIVE METHODS BEHAVIORAL METHODS

CONTD
COGNITIVE METHODS Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. FOCUSES- changes in knowledge and attitude by learning.

Methods that come under Cognitive approach

LECTURES DEMONSTRATIONS

DISCUSSIONS
COMPUTER BASED TRAINING (CBT)

LECTURES
This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.

CONTD..
It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not.

Demonstration
This method is a visual display of how something works or how to do something. Example, trainer shows the trainees how to perform or how to do the tasks of the job.

Helps the focusing their attention on critical aspects of the task

Discussion method
This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees.

Discussion method is a two-way flow of communication knowledge in the form of lecture is communicated to trainees
Then understanding is conveyed back by trainees to trainer.

Cbt training
Providing training to employees through Intranet or Internet.

CBT does not require face-to-face interaction with a human trainer.

BENEFITS OF CBT

BEHAVIORAL METHODS
Behavioral methods are more of giving practical training to the trainees The various methods in this allows the trainee to behavior in a real fashion

These methods are best used for skill development.

Methods that come under Behavioural approach

GAMES AND SIMULTATIONS

Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. Simulation is creating computer versions of real-life games. It is about imitating or making judgment or opining how events might occur in a real situation.

Business games
These are based on the set of rules, procedures, plans, relationships, principles derived from the research. In business games, trainees are given some information that describes a particular situation and are then asked to make decisions that will best suit in the favour of the company.

Role plays
Role play is a simulation in which each participant is given a role to play. Information is given to Trainees related to:

description of the role concerns objectives responsibilities emotions, etc.

Contd
Then, a general description of the situation, and the problem that each one of them faces, is given.example, Situation could be strike in factory, Managing conflict between two parties Scheduling vacation days, etc.

In basket techniques
In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role. The trainee is then given the log of materials that make up the inbasket and asked to respond to materials within a particular time period. After all the trainees complete in-basket, a discussion with the trainer takes place.

Equipment simulators can be used in giving training to:

Taxi Drivers Telephone Operators

Maintenance Workers
Product Development Engineers Airline Pilots

CASE STUDY
The trainee is given with some written material, and the some complex situations of a real or imaginary organization.

DEVELOPMENT
The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to install sound reasoning processes.

Two parts of development

ON THE JOB TRAINING

OFF THE JOB TRAINING

ON JOB TRAINING
The development of a managers abilities can take place on the job. The four techniques for on-the job development are: COACHING

MENTORING
JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)

COACHING
Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. Coaching is the best training plan

It is one-to-one interaction
It can be done on phone, meetings, through mails, chat etc.

Mentoring
Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

Job Rotation
This approach allows the manger to operate in diverse roles and understand the different issues that crop up. It is the process of preparing employees at a lower level to replace someone at the next higher level.

Job Instruction Technique(JIT)

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

OFF THE JOB TRAINING

There are many management development techniques that an employee can take in off the job. The few popular methods are:
SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

Sensitivity Training
Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioural flexibility.

Transactional Analysis
Transactional Analysis provides trainees with a realistic and useful method for Analysing and understanding the behavior of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivationreaction relationship between two persons is a transaction.

Lecture A Method of Training

Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.

Training is basically incomplete without lecture.