Contents

Introduction Need For Training and Development Training and Development: a key HR function Stages In Training Program Training Needs Analysis Development of a Training Program Efficient Transfer of Learning During Training Preventing Relapse of Training Program Training Evaluation Special Training Programs Conclusion

Introduction
Training and Development is a vital part of the human resource development Assuming ever important role in the wake of advancement of technology which has resulted in: Ever increasing competition Rise in expectation of quality of service Subsequent need to lower costs

Need For Training and Development

Training is necessary for the individual development and progress of the employee This results in motivation to work for the organization Two factors contributing to the increasing need of training and development in organizations are: Change Development

Training and Development- A Key HR Function

Most organizations look at training and development as an integral part of the HR development activity What is training? For training to be effective, it has to be a planned activity conducted after a thorough need analysis and target at certain competencies. Importantly, it is to be conducted in a learning atmosphere. Sync between organizational and individual goals In case sync is not possible, competencies are chosen to create a win-win for all Difference between training and development

Stages in Training Program

Training Needs Analysis

Training needs analysis is a systematic process of understanding training requirements Conducted in three stages: Organizational Individual Job analysis Once these analyses are over, the results are collated to arrive upon the objectives of the training program. Assessment resulting from needs analysis gives insight into what kind of intervention is required, knowledge or skill or both.

Development of a Training Program

Vital question to be answered after creating a consensus on need of training is whether the training should be conducted by an in house expert or from a consultant outside Prerequisites for developing a training program are: Designing a conducive learning environment Choice of training methods and techniques Once the training program has been delivered the evaluation of the same provides inputs for improving the process of training

Efficient Transfer of Learning During Training

Training is aimed at individual development, which cannot happen until there is a transfer of learning from the trainer to the trainee and the same is reflected in their work finally Practices for efficient transfer are: Training should match the Workplace Labeling Create a Supportive Environment at Work Continued Learning Practice Opportunity Train - Practice - Train

Preventing relapse for a training program

Training relapses are experienced in both technical and behavioral trainings The model of relapse prevention should be an essential part of the training programs Cost Benefitting Analysis for Training Program The Return on Investment Model (ROI):- ROI (in percent) = Program benefits / Costs 100 Utility Analysis

Training Evaluation
Evaluation involves the assessment of the effectiveness of the training programs Benefits of evaluation: Evaluation ensures accountability Check the Cost Feedback to the Trainer / Training There are many methods and tools available for evaluating the effectiveness of training programs. Their usability depends on the kind of training program that is under evaluation. Generally most of the organizations use the Kirk Patrick model for training evaluations which evaluates training at four levels - reactions, learning, behaviour and results.

Special Training Programs

Most of training is either technical or behavioral in nature, but there are still other trainings that are neither. These fall under the ambit of special training programs and are conducted with an agenda of smoothening the work process within the organization. Diversity Awareness Trainings Sexual Harassment Training Creativity Training International training methods and experimental training methods

Conclusion
While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction. Two laws of talent development: First law of talent development Second law of talent development