OVERVIEW: Training

& Learning Process

Training is expensive.
Without training it is
more expensive
27.12.2009/Reshmi Pillai
 Defining the concept: Training

Fitting the job to the man',

`fitting the man to the job'

Training is the systematic

development of the
knowledge, skills and
attitudes required by an
individual to perform
adequately a given task or
job.
Michael Armstrong

27.12.2009/Reshmi Pillai
Defining the concept: Development

Development is concerned conceptual or

theoretical nature of things and the adoption
of personal attitudes. It comprises all learning
experiences, both on and off the job.
 Cone of Experience
People generally remember:
Read
10% of what they read
Verbal
20% of what they hear Hear Words

Watch still picture

30% of what they see Watch moving picture
Visual
50% of what they hear Watch demonstration
and see
70% of what they Do a site visit
say or write
Do a dramatic presentation Kinesthetic
90% of what
they say as
Simulate a real experience (Experiential)
they do a thing Do the real thing

Adapted from Wiman & Meirhenry, .Educational Media, 1960 on Edgar Dale
 NEED for Training

No one is a perfect fit at the time of hiring and some training &
development must take place.

Planned development programs will return values to the

organization in terms of :

- Increased productivity
- reduced costs
- Morale
- Flexibility to adapt to changing
requirements

Creating a pool of readily available and adequate replacements for

personnel who may leave or move27.12.2009/Reshmi
up in the organization.
Pillai
 BENEFITS of Training

4 Organisations:

Improves the morale and attitude of the workforce

Helps people identify with organizational goals

Helps create a better corporate image i.e. competitive advantage

Improves relationship between boss and subordinate

Develops skills inside the organization which reduces overall cost of an

organization's operations & provides skill flexibilities

Reduces staff turnover and also helps an organization to retain its staff

Improves overall organisational quality & productivity i.e. higher outputs &
outcomes
27.12.2009/Reshmi Pillai
 BENEFITS of Training
4 Employees:

Helps the individual in making better decisions and effective problem solving

Aids in encouraging and achieving self-development and self-confidence

Increases job satisfaction and recognition

Moves a person towards personal goals while improving technical skills

Improves level of skills of employees

Helps them to understand the job, its requirements and responsibilities

27.12.2009/Reshmi Pillai
IMPORTANCE of Training
Optimum Utilization of Human Resources

Development of Human Resources

Development of skills of employees

Productivity

Team spirit

Organization Culture

Quality

Healthy work environment

Morale

27.12.2009/Reshmi Pillai
Image
 OBJECTIVES of Training
The present levels of performance

The desired levels of performance

Nature & size of the group to be trained

Benefits that will be realised, once training is successful

How will the changes in employees measured

General Objectives

Intellectual knowledge acquisition

Manual Skills acquisition

Problem solving
27.12.2009/Reshmi Pillai skills acquisition
 PREREQUISITES of Training
A Good Trainer

Explains Concepts Simply

Exudes Patience

Facilitates Active Learning

Uses Creative Approaches

Demonstrates Acceptance of Different Views

Sees the Big Picture and Breaks it Down

Motivates Learning

Creates a Welcome, Safe Environment

Comes Prepared 27.12.2009/Reshmi Pillai

 PREREQUISITES of Training
A Good Learner

Have the attitude that he/she is not beyond being taught.

Have a passion for knowledge.

Will have or seek to increase good critical thinking skills.

Remains focused on the subject matter at hand and assimilates appropriately.

Understands the importance of remaining focused.

Has good time management skills.

Does not become frustrated or discouraged when things are not easily understood at
first.

Realises learning is not always a spontaneous event, but something that is realized over
a period of time.
27.12.2009/Reshmi Pillai
PREREQUISITES of Training: Others

Training
policy

Training
Top mgt.s
procedure
Support
Including
and
feedback and
commitment
evaluation

Components
Of
training
Training
materials Different
Posters, pictures methods
Charts,slides Of training
Graphs, And courses
equipments
Venue &
The duration
of The
training
ESSENTIALS of a Good Training Programme

Should be designed so as to achieve the predetermined objectives, goals and needs of the
organisation.

Should be pre-planned and well organised taking in view, the objectives of training
programme.

Should be designed according to size, nature and financial position of the organisation.

Training programme must be flexible enough to accommodate the dynamics of the

organisation.

Must be conducted by senior and experienced officers of the organisation or trained trainers.

Theoretical and practical aspects of training must be balanced.

Should essentially deal with the recent trends developed in the industrial field.

Should be conducted in a manner taking in view the interests of both employer and the
employees.
27.12.2009/Reshmi Pillai
Should be to motivate the employees enough to learn something to improve their job
 DESIGNING a Training Programme
1. Determine what training is needed
- Organizational Analysis
- Task Analysis
- Person Analysis

2. Determine what training approach to use

- Seminars
- Programmed Instruction
- Case Studies
- Simulation
- Role Playing
- Apprentice

3. Identifying or developing the trainers

4. Putting together your own training program Documenting

- Training Objectives
- Training Material
- Evaluation Material

5. Training the employees

27.12.2009/Reshmi Pillai
DESIGNING a Training Programme: Process

Ensuring Creating a
Conducting Needs Employees
Assessment Readiness for Learning
Training Environment

Developing an
Ensuring Transfer
Evaluation Plan of Training

Select Training Monitor and

Method Evaluate the
Program
Training PROCESS

27.12.2009/Reshmi Pillai
Post Training ANALYSIS: Purpose
 Post Training ANALYSIS: Modes
Observation

Questionnaires

Customer Feedback

Complaints Trend Analysis

Tangible work quality

 Post Training EVALUATION: Aspects
Reaction of Learner
what they thought and felt about the training

Learning
the resulting increase in knowledge or capability

Behavior
Extent of behavioral and capability improvement and
implementation/application

Results
The effects on the business or environment resulting from the trainee's
performance

27.12.2009/Reshmi Pillai
 Post Training EVALUATION: Aspects
evaluation evaluation examples of evaluation relevance and practicability
type (what description and tools and methods
is characteristics
measured)

Reaction Reaction evaluation 'Happy sheets', feedback Quick and very easy to obtain.
is how the delegates forms. Not expensive to gather or to analyse.
felt about the Verbal reaction, post-training
training or learning surveys or questionnaires.
experience.

Learning Learning Typically assessments or tests Relatively simple to set up; clear-cut
evaluation is the before and after the training. for quantifiable skills.
measurement of the Interview or observation can Less easy for complex learning.
increase in also be used.
knowledge - before
and after.
Behavior Behavior Observation and interview Measurement of behavior change
evaluation is the over time are required to typically requires cooperation and skill
extent of applied assess change, relevance of of line-managers.
learning back on the change, and sustainability of
job - implementation. change.
Results Results evaluation Measures are already in place Individually not difficult; unlike whole
is the effect on the via normal management organization.
business or systems and reporting - the Process must attribute clear
environment by the challenge is to27.12.2009/Reshmi
relate to the Pillai
accountabilities.
trainee. trainee.
 Steps: Training EVALUATION

Trained
Evaluation or
Pretest
Criteria Developed Post test
workers

Transfer
to the job

Follow-up
Studies

27.12.2009/Reshmi Pillai
Defining the concept: Learning

Learning is the process of acquiring knowledge or

skill through study, experience or teaching. It is a
process that depends on experience and leads to
long-term changes in behavior
 Outcomes of LEARNING
Verbal information
Includes names or labels, facts, and bodies of knowledge
Includes specialized knowledge employees need in their
jobs

Intellectual skills
Include concepts and rules
These are critical to solve problems, serve customers, and
create products

Motor skills
Include coordination of physical movements
 Outcomes of LEARNING
Attitudes
Combination of beliefs and feeling that pre-dispose a
person to behave a certain way
Important work-related attitudes include job
satisfaction, commitment to the organization, and job
involvement

Cognitive strategies
Regulate the process of learning
LEARNING: Mental & Physical Processes

Expectancy
Gratifying Perception

LEARNING Working Storage

Generalizing

Retrieval
Long Term
Storage
 LEARNING: Styles
Diverger Converger
Concrete experience Abstract
Reflective observation conceptualization
Active experimentation

Assimilator Accommodator
Abstract Concrete experience
conceptualization Active experimentation
Reflective observation