Training and

Development
 Training and Development:
Definitions
Training and Development- Heart of a
continuous effort designed to improve
employee competency and organizational
performance
Training- Designed to provide learners with
the knowledge and skills needed for their
present jobs
Development- Involves learning that goes
beyond today's job
 Employee Training
Definition: Training is the systematic
development of the knowledge, skills and
attitudes required by an individual to
perform adequately a given task or job.

It is the act of increasing knowledge and skill

of an employee for doing a particular job.
 Purpose of Training
• To increase productivity
• To improve quality
• To improve organizational climate
• To improve health and safety
• Obsolescence prevention
• Preparing for promotion and succession
• Retaining and motivating employees
 Importance of training
1. An integral part of whole mgt. program
2. To take advantage of new techniques
3. Enables employees to rise in orgn.s
4. Moulds employees attitudes
5. Heightens morale of employees
6. Trained employees make a better use of
material and equipment
 Learning
Relatively permanent change in
understanding that results from
experience and that directly influences
behavior
 Principles of Learning
Feedback
Automaticity and Overlearning
Production of Response
Advanced Organizers
Massed vs. Spaced Practice
Whole vs. Part Learning
 E-Learning
• Aspects of e-learning
– Web-based computer training that is carefully
structured, specific lessons plans for an individual
student
– Learner motivation and participation are enhanced
through reinforcement by managers.
– Success in completing online courses is dependent
upon individual self-motivation and self-discipline.
• Practice
• Effort
Competency Mapping
 CONCEPT OF COMPETENCY
• Skill:
– Ability accomplish
• Talent:
– Inherent ability
• Competency:
– Underline characteristics that give rise to skill
accomplishment
– Knowledge, skill and attitude

Dr. MG Jomon, XIMB

 COMPETENCY Vs.
COMPETENCE
• Competency: A person- related concept
that refers to the dimensions of behaviour
lying behind competent performer.
• Competence: A work- related concept that
refers to areas of work at which the person
is competent
• Competencies: Often referred as the
combination of the above two.
 COMPETENCIES APPLICATIONS
• Competency frameworks: Define the competency
requirements that cover all the key jobs in an
organization. This consists of generic competencies.

• Competency maps: Describe the different aspects of

competent behaviour in an occupation against
competency dimensions such as strategic capability,
resource management and quality.

• Competency profiles: A set of competencies that are

require to perform a specified role.

Dr. MG Jomon, XIMB

 COMPETENCY MAPPING

• Strategy structure congruence

• Structure Role congruence
– Each role to be unique
– Non-Repetitive
– Value adding
• Vertical and horizontal role congruence
• Ensure non repetitive tasks in two different roles
• Ensure core competencies for each task
• Link all the above and position to bring in
competitive advantage
TRAINING AND DEVELOPMENT
METHODS
• Coaching and • Internships
mentoring • Role Playing
• Business Games • Job Rotation
• Case Study • Computer-based
• Videotapes Training
• In-basket Training • Distance Learning
and
Videoconferencing
 Training and Development
Methods (Continued)
• Simulators
• Web-based Training: • Vestibule
The Internet, Training
Intranets and Just-in-
• Corporate
Time Training
Universities
• Classroom Programs
• Community
• On-the-Job Training Colleges
• Apprenticeship
Training
 Coaching and Mentoring
• Emphasizes learning on one-to-one
basis
• Coaching often considered responsibility
of immediate boss who has greater
experience/expertise and is in position
to offer advice
• Mentor may be located elsewhere in
organization or in another firm
• Relationship may be formal or informal
Business Games
• Simulations represent
actual business
situations
• Try to duplicate
selected factors in
particular situation
• Participants see how
decisions affect other
groups
Case Study
• Trainees solve
simulated business
problems
• Individuals study
information in case
and make decisions
• Used in classroom
with instructor who
serves as facilitator
 Videotapes
• Especially appealing to small
businesses
• Behavior modeling utilizes
videotapes to illustrate effective
interpersonal skills and how
managers function in various
situations
• Used to train supervisors
In-Basket Training
• Participants given messages
that would typically be sent
to manager
• Messages call for actions
ranging form urgent to
routine
• Participant acts on message
• Used in assessment centers
 Internships
• Effective training method
• Excellent means of viewing
potential permanent employee
at work
• Students are enabled to
integrate theory with practice
 Role Playing
• Respond to specific problems they
may actually encounter in jobs
• Used to teach such skills as:
- interviewing
- grievance handling
- performance appraisal reviews
- conference leadership
- team problem solving
- communication
- leadership style analysis
Job Rotation

• Employees move from

one job to another to
broaden experience
• Helps new employees
understand variety of jobs
• Individuals in enlarged
and enriched jobs may
feel they are engaged in
job rotation
Computer-Based Training
• Takes advantage of
computer speed,
memory, and data
manipulation
• Greater flexibility of
instruction
• Previously called
programmed
instruction
 Computer-Based Training
(Continued)
• Multimedia enhances learning with audio,
animation, graphics and interactive video
• Some students object to absence of
human facilitator
• Cost of hardware and software
• Virtual reality permits trainees to view
objects from perspective otherwise
impractical or impossible
 Web-Based Training: The Internet,
Intranets and Just-in-Time Training

• E-mail on Internet is effective and efficient

way to exchange information
• Used for accessing course material and
sharing other information
• Can be provided to any location on earth
 Distance Learning and
Videoconferencing
• Historically have used videoconferencing
and satellite classrooms
• Now interactive training
• Use to:
- increase access to training
- ensure consistency of instruction
- reduce cost of delivering
T&D programs
Classroom Programs
• Continually effective for
certain types of training
• Instructor may give a
great deal of information
in a short time
• Improved when groups
are small enough to
permit discussion
 On-the-Job Training
• Informal approach that permits
employee to learn job tasks by actually
performing them
• Most commonly used T&D method
• No problem transferring what has been
learned to the task
• Emphasis on production may detract
from training process
• Trainers can be supervisors or peers
Apprenticeship Training

• Combines classroom
instruction with
on-the-job training
• Traditionally used in
craft jobs
• Apprentice earns
less than the master
craftsperson who is
the instructor
Simulators
• Training devices that
model the real world
• Range from simple
paper mock-ups of
mechanical devices to
computerized
simulations of total
environments
• May simulate
automobiles and
airplanes
 Vestibule Training
• Takes place away from production
area
• Uses equipment closely resembling
equipment actually used on the job
• Removes employee from pressure
of having to produce while learning
• Emphasis on learning skills
required by the job
 Sensitivity Training
• Participants learn about themselves and
how others perceive them
• No agenda, leaders, authority, power
positions
• Vacuum exists until participants talk
• People learn through dialogue
• Trainer’s serve as facilitator
• Participants encouraged to learn about
themselves and others in group
Management Development
• All learning experiences result in
upgrading of skills and knowledge
needed in current and future
managerial positions
• Requires manager’s personal
commitment
• Manager must take responsibility
for own development
 Management
Development (Continued)

• Reasons to conduct management

training outside company
• Reasons for keeping management
training inside the company
 Steps in training program
1. Identifying trg. needs 4. Presentation of
b. task description operation, knowledge
analysis 5. Performance try out
c. determining training
needs
2. Getting ready for the
job
3. Preparing the learner
 Steps in Training need analysis
1. Behavioral 1. Change the job
discrepancy 2. Transfer or
2. Cost-value analysis terminate
3. Is it can’t do or wont 3. Create a
do situation motivational climate
4. Set standards
5. Remove obstacles
6. Practice
7. Training
 Evaluation of training- Why?
1. To determine whether it achieves obj.
2. To identify strengths and weakness of
HRD program
3. To determine cost-benefit ratio
4. To decide participation in future
5. To test validity of content
6. To develop future programs
 Factors used to evaluate training
program
1. Trainees feedback on the content and
process of training
2. Knowledge acquired by the trainees
3. Change in job performance and behavior
as a result of training
4. Results seen in individuals or
organization like lower turnover, fewer
accidents, reduced absenteeism