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t/d

Training & Development
Training & Development

Training

&

Development

Training & Development
Training & Development
Purpose of Training
Purpose of Training
Purpose of Training  The purpose of training and development is to make sure the employee
 The purpose of training and development is to make sure the employee are working towards
 The purpose of training and
development is to make sure the
employee are working towards
organizational goal.
 It also needs in order to improved
the employees performance in the
organization.
Training method ?
Training Needs Identification
Training Needs Identification
Training Needs Identification  Training – the process of teaching new employees the basic skills they
 Training – the process of teaching new employees the basic skills they need to perform
Training – the process of teaching new
employees the basic skills they need to
perform their job.
 Training & Development- continuous effort designed to improve employee competency and organizational performance.
Training & Development- continuous
effort designed to improve employee
competency and organizational
performance.

Development learning that goes beyond today’s job and has more long-term focus.

Aim of Training & Development 1. Balanced Growth of Employees 1
Aim of Training & Development
1. Balanced Growth of
Employees
1
Aim of Training & Development 1. Balanced Growth of Employees 1 The Training & Development continuum

The Training & Development continuum

Training

Aim of Training & Development 1. Balanced Growth of Employees 1 The Training & Development continuum

Development

Aim of Training & Development 1. Balanced Growth of Employees 1 The Training & Development continuum
Manual Specific job Technique Concepts Philosophy Skill Tech Principles
Manual
Specific job
Technique
Concepts
Philosophy
Skill
Tech
Principles
Training vs. development Learning dimensions Training Development  Meant for  Focus  Scope  Goal

Training vs. development

Learning

dimensions

Training

Development

Meant for Focus

Scope

Training vs. development Learning dimensions Training Development  Meant for  Focus  Scope  Goal

Goal

Initiated by

Training vs. development Learning dimensions Training Development  Meant for  Focus  Scope  Goal

Operatives Current job

Executives

Current and future jobs

Individual

Fix current skills

Work group+ organization

future work demands

individual

management

Training vs. development
Training vs. development

Learning

Training

Development

dimensions

Content

Specific job related information

General knowledge / awareness

Learning Training Development dimensions  Content  Specific job related information  General knowledge / awareness

Time frame

immediate

Long term

Training vs. development Learning Training Development dimensions  Content  Specific job related information  General
Training vs. development Learning Training Development dimensions  Content  Specific job related information  General

The Training Development System

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.

Training Need Assessment

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.

Training Outcomes (Objs)

Measure training Impact

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.
The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.

Develop Trg.

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.

Conduct Trg. Programme

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.

Finalize Training Plan (when, what, who )

Modules

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.

Select Trg. Method

The Training – Development System Training Need Assessment Training Outcomes (Objs) Measure training Impact Conduct Trg.
Training for Development by R K Sahu , p 98
Training for Development by R K Sahu , p 98
Training Methods  A training method is the process , technique or approach which a trainer

Training Methods

 A training method is the process , technique or approach which a trainer uses in
A training method is the process , technique or approach which a
trainer uses in teaching.
 The method chosen is important as it will motivate employees to learn, help them retain
The method chosen is important as it will motivate employees to
learn, help them retain and transfer what they have learned and
enhance their performance.
Training Methods  A training method is the process , technique or approach which a trainer

The method by which training is delivered which varies based on the needs of the company, the trainee & the task being performed.

5 Steps
5 Steps


- trg /dev

Training Methods  A training method is the process , technique or approach which a trainer

Steps Determining specific training & development needs. Establishing specific training & development objectives. Select the T&D method. Implement the T&D Programs. Evaluate T & D programs.

Training Methods  A training method is the process , technique or approach which a trainer
Training Methods  A training method is the process , technique or approach which a trainer
Training Methods  A training method is the process , technique or approach which a trainer
Training Methods  A training method is the process , technique or approach which a trainer
Management Development Method  On the job training  Coaching  Mentoring  Job rotation 

Management Development Method

Management Development Method  On the job training  Coaching  Mentoring  Job rotation 
 On the job training  Coaching  Mentoring  Job rotation  Job instruction techniques
On the job training
Coaching
Mentoring
Job rotation
Job instruction techniques
Off the job training
Sensitivity Training
Transactional analysis
Straight Lectures method
Simulation method
Role Play
Sensitivity Training
In Basket Training
Audiovisual-Based Training
Computer-Based Training

Distance and Internet-Based Training

Linkage of Training with Organizational Goal

Organizational Goal
Organizational
Goal

Identify Training Needs

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-

Decide Type of Training

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-
On- The- Job
On- The- Job
Off- The- Job
Off- The- Job

Follow - Up

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-

Develop Trg. Obj

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-

Design Trg. Curriculum

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-

Measure Impact

of Training

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-

Conduct Training

Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-
Linkage of Training with Organizational Goal Organizational Goal Identify Training Needs Decide Type of Training On-

Select Training

Methods

Need assessment

1) Organizational support

2) Organizational. analysis 3) task & role analysis

4 ) person analysis

Need assessment 1) Organizational support 2) Organizational. analysis 3) task & role analysis 4 ) person

Instructional

objective

Training process

Need assessment 1) Organizational support 2) Organizational. analysis 3) task & role analysis 4 ) person

Development

Training

 

validity

 

Transfer

 

validity

 

Intra

Organizational

validity

Inter

Organizational

validity

of criteria

Selection & design of

instructional program

Need assessment 1) Organizational support 2) Organizational. analysis 3) task & role analysis 4 ) person
training
training
Need assessment 1) Organizational support 2) Organizational. analysis 3) task & role analysis 4 ) person
  • Use of

evaluation models

On-the-Job Training On-the-job training (OJT) means having person learn a job by actually doing it. It
On-the-Job Training
On-the-job training (OJT) means having
person learn a job by actually doing it. It is one
of the best training methods because it is
planned, organized, and conducted at the
employee's worksite.
Types of On-the-job training
Coaching or understudy method – acquiring
skills by observing the supervisor
Job rotation – trainee moves from job to job at
planned intervals
OJT Steps

OJT Steps

Step 1
Step 1
Prepare and put the worker at ease.
Prepare and put the worker at ease.

State the job, find out present knowledge level of the worker

Stimulate the worker's interest in learning the job
Stimulate the worker's interest in learning the job
    OJT Steps Step 1 Prepare and put the worker at ease. State
    OJT Steps Step 1 Prepare and put the worker at ease. State

Step 2 · Present the operations · Tell, show and illustrate one important point at a time · Stress each key point · Instruct clearly, completely and patiently,

    OJT Steps Step 1 Prepare and put the worker at ease. State

Step 3 · Try out the worker's performance · Have the worker do the job, and correct errors ·· Make sure the worker understands, and continue until you are certain of this

    OJT Steps Step 1 Prepare and put the worker at ease. State

Step 4 · Put worker on his own, Check frequently and encourage.

    OJT Steps Step 1 Prepare and put the worker at ease. State

· Designate to whom he should go for help

The advantages & Disadvantages  Advantages  Disadvantage - Inexpensive, employee learn when producing , -
The advantages & Disadvantages
Advantages
Disadvantage
-
Inexpensive,
employee learn
when producing ,
- Low expectations
or low teaching
no need expensive
off-site facilities
skill on the
trainer’s part may
-
Facilitates learning
since trainees learn
by doing & get
translate into
poorer trainee
quick feedback on
their performance.
performance.
On the job training Coaching  Considered as a corrective method for inadequate performance  It
On the job training
Coaching
Considered as a corrective method for
inadequate performance
It is one-to-one interaction
Can be done at the convenience of both
On the job training Coaching  Considered as a corrective method for inadequate performance  It
On the job training Coaching  Considered as a corrective method for inadequate performance  It

Can be done on phone, meetings, e-mails etc,

 Provides an opportunity to get feedback from the coach.
Provides an opportunity to get feedback
from the coach.
On the job training Coaching  Considered as a corrective method for inadequate performance  It
On the job training Mentoring  An ongoing relationship that is developed between a senior and
On the job training
Mentoring
An ongoing relationship that is developed between a
senior and a junior employee
Provides guidance and clear understanding of how the
organisation plans to achieve its vision and mission
Not a structured and regular one.

Focuses on attitude development

On the job training Mentoring  An ongoing relationship that is developed between a senior and

Conducted for management level employees

Done by someone inside the organization

Helps in identifying weekness and focuses on areas that need improvement.

On the job training Job rotation  Employees is moved from one job to another to
On the job training
Job rotation
Employees is moved from one job to another
to broaden experience.
Helps new employees understand variety of
jobs , learn new job, prepare for higher
responsibilities.
Rotation carried out helps the employee to
broaden the horizon of KSA
Assessment of the employee who have the
potential and caliber for succession planning.
Job instruction training  Step by step structured training method in which a trainer  (1)
Job instruction training
Step by step structured training method in
which a trainer
(1) prepares a trainee with an overview of the
job its purpose, and the results desired,
(2) demonstrates the task or the skill to the
trainee,
(3) allows the trainee to mimic the
demonstration on his or her own
(4) employee does the job independently
(5)follows up to provide feedback and help.
Off the job training  Off the job training involves employees taking training courses away from
Off the job training
Off the job training involves employees
taking training courses away from their
place of work. This is often also
referred to as "formal training".
Off the job training courses might be
run by the Organizational 'training
department’ or by external agencies.
- Use of specialist trainers .
- Employee can focus on the training -
and not be distracted by work
Lectures
Lectures
 A lecture is the method learners often most commonly associate with college and secondary education.
A lecture is the method learners often
most commonly associate with college
and secondary education.
In this method, the trainer does all of
the talking. He or she may use
handouts, visual aids,
question/answer, or posters to support
the lecture.
Communication is primarily one-way:
from the instructor to the learner.
Pros and Cons
Pros and Cons
Pros  Less time is needed for the trainer to prepare than other methods.  It
Pros
Less time is needed for the trainer to
prepare than other methods.
It is a quick and simple way to
present knowledge to large groups of
trainees
Cons
Does not actively involve trainees in
training process.
The trainees forget much information

if it is presented only orally.

Informal Learning  Most learning doesn't occur during formal training programs. It happens through processes not
Informal Learning
Most learning doesn't occur during formal
training programs. It happens through
processes not structured or sponsored by an
employer.
Informal learning is the term which describes
what happens the rest of the time.
Informal learning describes a process by
which trainees acquire values, skills and
knowledge from daily experience from their
work environment. For example, learning
organizational work norms
Programmed Learning  A systematic method for teaching job skills that consists of three parts 1)
Programmed Learning
A systematic method for teaching job skills
that consists of three parts
1)
Presenting questions, facts or problems to
the learner
2)
Allowing the person to respond
3)
Providing feedback on the accuracy of
answers
Programmed learning is based on the
principles of small steps, self-pacing, and
immediate feedback.

Pros and Cons

Pros and Cons Pros  It reduces training time  It also facilitates learning because it
Pros  It reduces training time  It also facilitates learning because it lets trainees learn
Pros
It reduces training time
It also facilitates learning because it lets
trainees learn at their own pace
Provides immediate feedback and reduces
the learner’s risk of error
Cons
Trainees can easily get side-tracked and may
move slower than the trainer desires.
It is also more difficult to measure the
employee’s progress.
Audiovisual-based Training
Audiovisual-based Training
 Audiovisual-based training techniques includes DVDs, films, Power Points, audiotapes and videotapes are widely used because
 Audiovisual-based training techniques
includes DVDs, films, Power Points,
audiotapes and videotapes are widely
used because of their effectiveness
These techniques are more effective then

lectures in situations which are not easily

demonstrable in live lectures, such as heart surgery, visual tour of a factory
demonstrable in live lectures, such as
heart surgery, visual tour of a factory
Pros and Cons Pros  It is easy to provide this training and the trainer can
Pros and Cons
Pros
It is easy to provide this training
and the trainer can follow-up
with questions and discussion.
It is also easy to assure that the
same information is presented to
each trainee.
Cons
It is expensive to develop
Role Plays  Trainees act out characters assigned to them.  Information regarding the situation is
Role Plays
Trainees act out characters assigned
to them.
Information regarding the situation is
provided to the trainees.
Focus on interpersonal responses.
Outcomes depend on the emotional
(and subjective) reactions of the
other trainees.
The more meaningful the exercise,
the higher the level of participant
focus and intensity.
Role Play training method
Role Play training method
Role Play training method Benefits of Role Play Method are: Interpersonal Skills Group decision making Communication
Benefits of Role Play Method are: Interpersonal Skills Group decision making Communication skills Conflict resolution 
Benefits of Role Play Method are:
Interpersonal Skills
Group decision making
Communication skills
Conflict resolution
Developing understanding
skills
Simulated Training
Simulated Training
 Simulated training is a method in which trainees learn on the actual or simulated equipment
Simulated training is a method in which
trainees learn on the actual or simulated
equipment they will use in the job, but are
actually trained off the job
Trainees participate in a reality-based,
interactive activity where they imitate actions
required on the job.
It is necessary when it is too costly or
dangerous to train employees on-the-job such
as in airplane pilot training
Pros and Cons Pros
Pros and Cons
Pros
 It is a useful technique for skills development.  Training becomes more reality-based, as trainees
It is a useful technique for skills development.
Training becomes more reality-based, as
trainees are actively involved in the learning
process.
It directly applies to jobs performed after
training.
Cons
Simulations are time-consuming.
The trainer must be very skilled and make sure
that trainees practice the skills correctly. Only

perfect practice makes perfect.

Management / Business games  Permits participants to assume roles such as president, controller, or marketing
Management / Business games
Permits participants to assume roles
such as president, controller, or
marketing vice president or two or
more similar hypothetical organizations
& complete against each other by
manipulating selected factors in a
particular business situation
Case study
Case study
Case study  T&D method in which trainees study the information provided in the case &

T&D method in which trainees study the information provided in the case & make decisions based

on it  Used in classroom with instructor who serves as facilitator
on it
 Used in classroom with instructor
who serves as facilitator
Case study  T&D method in which trainees study the information provided in the case &
Videoconferencing  Widely used in US  Interactive & offers flexibility & spontaneity in classroom 
Videoconferencing
Widely used in US
Interactive & offers flexibility & spontaneity
in classroom
Used by global firms
Increase access to training, ensure
consistency of instruction & reduce cost of
delivering T&D
Apprenticeship Training
Apprenticeship Training
 Apprenticeship is a combination of on-the- job training and related classroom instruction by which people
Apprenticeship is a combination of on-the-
job training and related classroom
instruction by which people become skilled
workers.
Trainee will be working with a skilled
trainer who will teach him the skills he
need.

It is a structured process by which people become a skilled workers. Traditionally used in craft jobs.

Internships  Training approach where university students divide time between attending classes & working for organization
Internships
Training approach where university
students divide time between attending
classes & working for organization
Excellent means of viewing potential
permanent employee at work.
Students are enabled to integrate theory
with practice.
Online higher education  Educational opportunities including degree & training programs delivered either entirely or partially
Online higher education
Educational opportunities including degree
& training programs delivered either
entirely or partially via the internet
Allows employees to attend class at
lunchtime
Reduces commute to school
Transactional Analysis Transactional analysis - Transactions between people are seen as having 3 levels:  Complementary
Transactional Analysis
Transactional analysis - Transactions
between people are seen as having 3
levels:
Complementary – both people are
operating from the same ego state
Crossed – the other person reacts from an
unexpected ego state
Ulterior – two ego states within the same
person but one disguises the other
Off the job Training - Transactional Analysis
Off the job Training -
Transactional Analysis
Ego States Ego states Child Parent Adult Child Parent Adult
Ego States
Ego states
Child
Parent
Adult
Child
Parent
Adult
Transactional Analysis  Eric Berne was born in 1910 in Montreal, Canada. His father was a
Transactional Analysis
Eric Berne was born in 1910 in Montreal,
Canada. His father was a doctor & his
mother was an editor.
Earned an MD in 1935 from McGill Univ
Became a US citizen and served in Utah
during WWII, practicing group therapy
In- Basket Training  Exercise in which participant is asked to establish priorities for and then
In- Basket Training
 Exercise in which participant is
asked to establish priorities for
and then handle a number of
business papers or email massage
such as memoranda, reports and
telephone massage that would be
typically cross a manager’s desk.
In Basket Technique It Focuses on  Building decision making skill  Assess and develops KSA
In Basket Technique
It Focuses on
Building decision making skill
Assess and develops KSA
Develops communication and interpersonal
skills
Develops procedural knowledge
Types of Plans US attack at Bin Laden Hide out
Types of Plans
US attack at Bin Laden
Hide out
Types of Plans US attack at Bin Laden Hide out
Vestibule training  Vestibule training is a type of instruction using a vestibule, a small area
Vestibule training
Vestibule training is a type of instruction using a
vestibule, a small area away from the actual
worksite, consisting of training equipment exactly
duplicating the materials and equipment used on
the job.
The purpose of vestibule training is to reproduce
an actual work setting and place it under the
trainer's control to allow for immediate and
constructive feedback.
Training vestibules are useful because they allow
trainees to practice while avoiding personal injury
and damage to expensive equipment without
affecting production.
Some Computer-based training techniques
Some Computer-based training techniques
Some Computer-based training techniques
Some Computer-based training
techniques
Some Computer-based training techniques Simulations  Computer simulations provide a representation of a situation and the
Some Computer-based training techniques
Some Computer-based training
techniques
Simulations  Computer simulations provide a representation of a situation and the tasks to be performed
Simulations
Computer simulations provide a representation of a
situation and the tasks to be performed in the
situation.
Trainees perform the tasks presented to them by the
computer program and the computer monitors their

performance. Intelligent Tutoring System (ITS)

Intelligent Tutoring System (ITS) make use of artificial intelligence to provide tutoring that is more advanced.

Some Computer-based training techniques Simulations  Computer simulations provide a representation of a situation and the

Then other type tutoring.

Some Computer-based training techniques Virtual Reality  Virtual reality is an advanced form of computer simulation,
Some Computer-based training
techniques
Virtual Reality
Virtual reality is an advanced form of computer
simulation, placing the trainee in a simulated
environment that is virtually the same as the
physical environment.
This simulation is accomplished by the trainee
wearing special equipment such as head gear,
gloves and so on, which control what the trainee is
able to see, feel and other senses.
The trainee learns by interacting with objects in the
electronic environment to achieve some goal.
Pros and Cons Pros  Quick and faster  Instructional consistency  Increased retention Cons 
Pros and Cons
Pros
Quick and faster
Instructional consistency
Increased retention
Cons
Very expensive
Distance and Internet-Based Training Distance training includes:  Teletraining With teletraining, a trainer in a central
Distance and Internet-Based Training
Distance training includes:
Teletraining
With teletraining, a trainer in a central location teaches groups of
employees at remote location via television hookups.
Videoconferencing
Videoconferencing allows people in one location to communicate live
via a combination of audio and visual equipment with people in
another city or country, or with groups in several cities.
Internet-Based Training  It is defined as a planned teaching/learning experience uses Internet or computer-based, to
Internet-Based Training
It is defined as a planned
teaching/learning experience uses Internet
or computer-based, to reach learners.
Many firms use IBT. They let their
employees take online courses offered by
online course providers
Pros and Cons Pros  Quick  Inexpensive Cons  Lack of human contact
Pros and Cons
Pros
Quick
Inexpensive
Cons
Lack of human contact
Benefits to organization
Benefits to organization
 Better quality of work  Higher productivity  Cost reduction  High morale  Reduced
Better quality of work
Higher productivity
Cost reduction
High morale
Reduced supervision
Less learning period
Personal growth
Fewer accidents

Benefits to employees

Benefits to employees  Self confidence  Safety  Higher earning  Promotion  adaptability 
 Self confidence  Safety  Higher earning  Promotion  adaptability  New skills 
Self confidence
Safety
Higher earning
Promotion
adaptability
New skills
Personal growth

Need for evaluation

 To determine the accomplishment of specific training objective  To determine the Cost effectiveness 
To determine the accomplishment of specific
training objective
To determine the Cost effectiveness
To determine the Program failure
To determine the Correcting performance
deficiencies
Any Change in trainee capabilities are due to
training & not due to any other condition
Importance of Training Evaluation  Improved quality of training activities  Improved ability of the trainers
Importance of Training Evaluation
Improved quality of training activities
Improved ability of the trainers to relate
inputs to outputs
Better discrimination of training activities
between those that are worthy of support
and those that should be dropped
Better integration of training offered and
on-the job development
Better co-operation between trainers and
line-managers in the development of staff
Evidence of the contribution that training
and development are adding value to the
organization
Questionnaires Time series tests Evaluation methods Experimental interviews & Control groups Cost benefits analysis
Questionnaires
Time series
tests
Evaluation
methods
Experimental
interviews
&
Control groups
Cost
benefits
analysis

Steps

Welcoming to the organization  Explain about company  Show the location/department where the new recruit
Welcoming to the organization
Explain about company
Show the location/department where the
new recruit will work
Give the company manual to the new
recruit
Provide details about various work groups
and the extent of unionism within the
Advantages
Advantages
 It helps to build two way communication  It facilitates informal relations and team work
It helps to build two way communication
It facilitates informal relations and team work
Induction is helpful in supplying information about the organization,
job, and welfare of employees
Proper Induction will reduce employees grievances, absenteeism and
labor turnover
Induction helps to develop good public relations and improve the
overall morale of employees
An Induction program proves that the company is taking a sincere
interest in getting him off to a good start

Organizational

Task analysis

Person analysis

analysis

Organizational goals

& objectives

Personnel inventories

Skills inventories

Job description

Job specification

Performance

standard

Climate analysis

Efficiency index

Organizational Task analysis Person analysis analysis Organizational goals & objectives Personnel inventories Skills inventories Job description
Organizational Task analysis Person analysis analysis Organizational goals & objectives Personnel inventories Skills inventories Job description

Exit interview MBO Customer satisfaction survey

Organizational Task analysis Person analysis analysis Organizational goals & objectives Personnel inventories Skills inventories Job description

Work sampling

Reviewing literature Asking que about job

Performance

appraisals

Work sampling

Interviews

Questionnaire

Tests Training progress

Rating scales

Diaries Role play

Designing training and development program Who are the trainees Who are the trainers What techniques &
Designing training and development program
Designing training and development program
Who are the trainees Who are the trainers What techniques & methods
Who are the trainees
Who are the trainers
What techniques & methods
Designing training and development program Who are the trainees Who are the trainers What techniques &

What should be the level of training What principles of learning Where to conduct the program

Designing training and development program  What principles of learning: 1. Motivation 2. Recognition of Individual
Designing training and development
program
What principles of learning:
1.
Motivation
2.
Recognition of Individual differences
3.
Practice opportunities
4.
Reinforcement
5.
Feedback
6.
Goals
7.
Schedule of learning
8.
Meaning of material
9.
Transfer of learning
Designing training and development program  Where to conduct the program: 1. At the job itself
Designing training and development
program
Where to conduct the program:
1.
At the job itself
2.
On site but not the job
3.
Off the site
Process Conduct a Needs Analysis Develop Measurable Learning Outcomes and Analyze Transfer of Training Develop Outcome
Process
Conduct a Needs Analysis
Develop Measurable Learning Outcomes and Analyze
Transfer of Training
Develop Outcome Measures
Choose an Evaluation
Strategy
Plan and Execute the Evaluation
Outcome Measures Reactions Trainee satisfaction Learning Acquisition of knowledge, skills, attitudes, Behavior Improvement of behavior on
Outcome Measures
Reactions
Trainee satisfaction
Learning
Acquisition of knowledge, skills, attitudes,
Behavior
Improvement of behavior on the job
Results
Business results achieved by trainees
How to make training more effective
How to make training more effective
How to make training more effective  Management should commit itself to allocate major resources and
 Management should commit itself to allocate major resources and adequate time to training.  Training
Management should commit itself to allocate
major resources and adequate time to training.
Training should contribute to competitive
strategies of the firm.
Training should be done eat all levels on a
continue and ongoing basis.
Their should be proper linkage among
organizational, operational and individual
training needs.
Create a system to evaluate the effectiveness of
training.
 Give details about pay, benefits, holidays, leave etc.  Explain future training opportunities and career
Give details about pay, benefits, holidays, leave
etc.
Explain future training opportunities and
career prospectus
Clarify doubts, by encouraging the employees to
come with the questions
Take employee on a guided tour of building,
facilities, etc.