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Introducing Training &

Development
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Training - a planned effort by a company to facilitate
employees learning of job-related competencies.
Competencies include knowledge, skills or
behavior critical for successful job performance.
The goal of training is for employees to master the
competencies and apply them to their day-to-day
activities.
Training
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Training (cont.)
To use training to gain a competitive advantage, a
company should view training broadly as a way to
create intellectual capital.

Intellectual capital includes basic skills advanced
skills an understanding of the customer or
manufacturing system, and self-motivated creativity.
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Training is a continuous process and is required
in every field
Continuous learning - requires employees to
understand the entire work system, including the
relationships among their jobs, their work units,
and the company.
Training is a tool linked to improved business
performance, departmental as well as employee
performance.


Training (cont.)
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Managers take an active role:
in identifying training needs
helping to ensure that employees use training in
their work
Facilitating the sharing of knowledge, by using
informational maps.

Training (cont.)
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Today, training is being evaluated on how training
addresses business needs related to learning,
behavior change, and performance improvement.
Training, a part of Performance management
initiates when AOP < EOP
Performance improvement as an ongoing process
than a one-time training event.
An opportunity for learning and performing better
Learning & performance betterment is linked to
the effectiveness of training

Training & Performance
Management
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Business and organizations are open systems
HR is the sub unit of organizations
Training is a sub system of HR unit
Depends on inputs, effective processing and
out puts.

Training System and Processes
Input Process Output
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Training System and Processes
Input for training: Employee needs, budgets, staff,
equipment.
Process of Training
Output of Training: Knowledge, skills, attitudes,
performance improvement

The whole process is expected to be rational, logical
and strategic.

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Designing Effective Training
Training design process
A systematic approach for developing training
programs.
Is sometimes referred to as the ADDIE model
because it includes analysis, design, development,
implementation, and evaluation.
Should be systematic yet flexible enough to adapt
to business needs.
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Training Design Process
1. Needs assessment and analysis.
2. Training program design.
3. Training program development.
4. Implementation and delivery of training.
5. Training evaluation.

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Training Processes model

Outcome
Evaluation
Data
Needs Analysis Phase
Input Process Output
Design Phase
Input Process Output
Development Phase
Input Process Output
Implementation Phase
Input Process Output
Evaluation Phase
Input Process Output
Process
Evaluation Data
Triggering
Event
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Designing Effective Training
Training design is effective only if it helps
employees reach their training objectives.

Measurable learning objectives should be
identified before the training program begins.

Evaluation plays an important part in planning and
choosing a training method, monitoring the
training program, and suggesting changes to the
training design process.
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Aligning Training with Business
strategy
A plan that integrates the companys goals, policies,
and actions

The strategy influences how the company uses:
physical capital (plants, technology, and
equipment)
financial capital (assets and cash reserves)
human capital (employees)
The business strategy helps direct the companys
activities to reach specific goals

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Aligning Training with Business
strategy
linked to business and organization goals.

Long term

Employees are trained in the knowledge, skills and
abilities required to achieve that future.

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Aligning Training with Business
strategy

External Environment
COMPETITIVE
STRATEGY
HUMAN RESOURCE STRATEGY




HRD Strategy
Competition
Economic
Conditions
Labor
Market
Employee KSAs
Labor Relations
Corporate Culture
Core Technology
Organizations internal
Environment
Legal
Environment
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Human Resource Development
Involves learning that goes beyond today's job more long-
term focus
Formal education, job experiences, relationships and
assessments of personality and abilities that help employees
prepare for the future.
Training and development are distinct, but related .
Training is a set of activities, whereas development is the
desired outcome of those activities.



























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Aligning HR and HRD strategy
The HR function must support and enhance the
organizations corporate strategy.
All HR functions have direct impact on
organizational effectiveness.
HR contribute to the development of
organizations competitive strategy and acts as a
continuous support function by developing the
Human resource.
HRD unit assess employee strengths and
weaknesses related to the adopted competitive
strategy.

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Organizational Characteristics that
Influence Training design
Roles of Employees and Managers
Top Management Support
Integration of Business Units
Global Presence
Business Conditions
Other HRM Practices (Staffing and Human
resource planning)
Extent of Unionization
Staff Involvement in Training and Development

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Marketing the training function
Involve the target audience in developing the training
or learning effort

Demonstrate how a training and development
program can be used to solve specific needs

Showcase an example of how training has been used
within the company to solve specific business needs

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Marketing the training function
Identify a champion who actively supports training

Listen and act on feedback received from clients,
managers, and employees

Advertise on e-mail, on company websites, in
employee break areas

Designate someone in the training function as a
representative between the training designer and
internal customer.

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Discussion Time