Management Training and Development

UNIT – I

TRAINING AND DEVELOPMENT

Training and development is one of the main function of the human resource management. Training
refers to a systematic setup where employees are instructed and taught matters oftechnical knowledge
related to their jobs.it focuses on teaching employees how to use particular machines or how to do
specific tasks to increase efficiency.
Whereas, development refers to the overall holistic and educational growth and maturity of people in
managerial positions .the process of development is in relation to insights, attitudes, and adaptability,
leadership and human relations.
Thus, Training and development is any attempt to improve current or future performance of
employee by increasing an employee’s ability to perform through learning, usually by changing the
employee’s attitude or increasing his or her skills and knowledge.

TRAINING AND ITS OBJECTIVES

Training is an organized activity for increasing the knowledge and skills of people for a definite
purpose. It involves systematic procedures for transferring technical know-how tothe employees doing
specific jobs with proficiency .in other words, the trainees acquire technical knowledge, skills and
problem solving ability by undergoing the training programme.
According to Edwin B.Flippo, ‘’ training is the act of increasing the knowledge and skills of an
employee for doing a particular job’’. Training involves the development of skills that are usually
necessary perform a specific job. Its purpose is to achieve a change in the behavior ofthose trained and
to enable them to do their jobs better. Training makes newly appointed workers fully productive in the
minimum of time. Training is equally necessary for the old employees whenever new machines and
equipment are introduced and/or there is change in the techniques of doing the work.

The objectives of training are as follows:

 To increase the knowledge of workers in doing specific jobs.

 To impart new skills among the workers systematically so that they learn quickly.
 To bring about change in the attitudes of the workers towards fellow workers, supervisor,
and the organization.
 To improve the overall performance of the organization.
 To make the workers handle materials, machines and equipment efficiently and thus to
check wastage of time and resources.
 To reduce the number of accidents by providing safety training to workers.
 To prepare workers for the higher jobs.

IMPORTANCE OF TRAINING

Modern organizations arrange for the training of their human resources to achieve the following
benefits:
 Quick learning : Training helps to reduce the learning time to reach the acceptable level of
performance. The employees need not learn by observing others and waste time if the formal
training programme exists in the organization. The qualified instructors will help the new
 employees to acquire the skills and knowledge to do particular jobs quickly.
 Higher productivity: Training increases the skill of the new employees in the performance of a
particular job. An increase in skill usually helps in increase in both quantity and quality of
output .Training is also of great help to the existing employees.it helps them to increase their
level of performance on their present job assignment and prepares them for future assignment.
 Standardization of procedures: With the help of training, the best available methods of
performing the work can be standardized and taught to all employees. Standardization will
make high levelof performance rule rather than exception.
 Less supervision : If the employees are given adequate training, the need of supervision will be
lessened. Training does not eliminate the need of supervision but it reduces the need of
detailed and constant supervision.
 Economical operations : Trained personnel will be able to make better and economical use of
materials and equipment .wastage will be also low .In addition, the rate of accidents and
damage to machinery and equipment will be kept to the minimum by the trained employees
.these will lead to lower cost of production per unit.
 Higher morale : The morale of employees is increased if they are given proper training. A good
training programme will mould employee’s attitudes towards organizational activities and
generate better cooperation and greater loyalty.
 Preparation of future managers: When totally new skills are required by an organization, it has
to face great difficulties in the selection process .Training can be used in spotting out promised
men and preparing them for promotions.

The Role of Training and Development Officers

Learning Objectives
➢ Explain training constancy
➢ Explain the benefits of training as consultancy
➢ Describe the administration of Training Programs
➢ Explain the roles and responsibilities of Training Managers
➢ Describe the challenges to Training Managers

Introduction

Efficient administration and support is critical to the successful running of an effective

training function. Those who support it play an important part in ensuring that the training
function maintains and continues to develop an efficient service.

Training as Consultancy

As consultant to the organization, T & D officers help managers of client departments solve human
performance problems. The consultant role of the T & D officers involves finding all the
performance problems of employees, to analyze each, and to recommend an appropriate solution. The
solution may be any one or combination of training, contingency management, feed back system,
and job engineering or organization development. After
the recommendation, the T & D officer is responsible for providing, assisting in the
implementation of, and evaluating whatever solution is adopted.

Benefits of Training as Consultancy

➢ Quality training
➢ Professional team
➢ Training evaluation
➢ Lasting result
➢ Initial consultation
➢ Training needs analysis

Consultants can provide help on following areas:

➢ Management Development
➢ Team Building Leadership
➢ Health & Safety Training
➢ Interpersonal Skills
➢ Sales Training

Management Development
➢ Project Management
➢ Stress Management
➢ Time Management
➢ Senior Management Workshops

Sales
➢ Sales Technique

Customer Care
➢ Customer Care Training
➢ Managing Customers

Human Resource
➢ HR Administration
➢ Induction Training
➢ Recruitment & Selection
➢ Successful Appraising

Personal Development Courses

➢ Assertive Skills
➢ Building Confidence
➢ Interview Techniques
➢ Maximize Potential

Importance of Training as Consulting:

➢ It helps in enhancing company’s image
➢ It helps in strengthening the team spirit
➢ It helps in applying knowledge, developing core competencies, and reducing work load
 ➢ It helps in improving the work relations
➢ It leads to greater chances of success

Training and Development Officer

A training and development officer/manager manages the learning and professional development
of an organization’s workforce.

➢ The training element gives staff the understanding, practical skills and motivation to carry
out particular work-related tasks.
➢ The development work relates to the ongoing, long-term improvement of employees’ skills so
that they can fulfill their potential within their organization.

The training and development manager is responsible for developing a comprehensive training
package that encompasses both these elements in order to maintain a motivated and skilled
workforce and to fulfill the needs of the organization.

Activities of T & D Officer

➢ Identifying training and development needs within an organization through job

analysis, appraisal schemes and regular consultation with business managers and
human resources departments;
➢ Designing and developing training and development programmes based on
organization’s needs;
➢ Developing effective induction programmes;
➢ Conducting appraisals;
➢ Devising individual learning plans;
➢ Producing training materials
➢ Managing the delivery of training and development programmes
➢ Monitoring and reviewing the progress of trainees through questionnaires and
discussions with managers;
➢ Ensuring that statutory training requirements are met;
➢ Evaluating training and development programmes;
➢ Keeping up to date with developments in training by reading relevant journals, going to
meetings and attending relevant courses;
➢ Increasingly, having an understanding of e-learning techniques.

Administration of Training Programs

Functions of Training Administration

1. Maintain the training plan detailing courses, course dates, trainers, guest speakers and
venues.
2. Ensure information on training courses run by the department is current and accurate and
changes are reflected in appropriate documentation.
3. Maintain accurate records of applications for training courses.
4. Provide administrative support from courses including preparation of class lists, course
files, issue joining instructions, book meals and accommodation, prepare and update course
exams, preparation of course certificates and providing trainers with relevant
 information, via the designated Training Administration System.
5. Ensure diversity information for both course applications and course delivery is
accurately recorded.
6. Maintain personal training records by prompt inputting of training received to the
designated recording system.
7. Act as a point of contact for matters relative to the administration of the designated
training activity.
8. Act, as required, in the absence of Administration Supervisor.
9. Represent the Department at meetings and take minutes as necessary.
10. Provide general administrative support, i.e. photocopying, laminating, Faxes.
11. Maintain stationery supplies and order as necessary (Receipt Books) etc.
12. Progress external training applications ensuring an accurate record of requests and
allocations is maintained.

As administrator of the training function, the T & D officer must do all the things like planning,
organizing, directing and controlling the ongoing function. A successful training
administrator will have the following skills;

➢ Counseling skill
➢ Career development skill
➢ High standard office skill
➢ Delegation skill
➢ Negotiation skill
➢ Presentation skill
➢ Cost benefit analysis skill

An effective training program administrator should follow these steps:

➢ Define the organizational objectives.

➢ Determine the needs of the training program.
➢ Define training goals.
➢ Develop training methods.
➢ Decide whom to train.
➢ Decide who should do the training.
➢ Administer the training.
➢ Evaluate the training program.

Following these steps will help an administrator develop an effective training program to ensure that
the firm keeps qualified employees who are productive, happy workers.

Roles, Responsibilities of Training Managers

Training managers have the primary responsibility of working with line managers to identify and meet
personnel training needs. The training manager should establish training and entry-level
requirements for key training positions and implement programs to select and develop training
personnel. The training organization should exhibit a strong desire to meet the training needs of the
line organization in both its approach to day-to-day activities and its long-term strategic planning.
 The training organization should help line managers, supervisors, and personnel recognize that
training strengthens personnel and facility performance. Line and training managers can
anticipate future training and development needs by periodically evaluating personnel performance,
reviewing line organization turnover rates, identifying industry and regulatory initiatives in training,
and recognizing the changing educational and experience background of employees.

A training manager’s supporting responsibilities may include the following:

➢ Maintain training programs
➢ Monitor instructor performance to verify training is conducted as outlined in
approved training materials and in a manner that motivates personnel to learn
➢ Verify that the training staff has obtained and is maintaining their technical and
instructional knowledge and skills
➢ Develop training programs according to approved methodology
➢ Track training commitments to outside organizations such as the state and federal
regulators, and assist line management in meeting these commitments
➢ Develop training program and trainee status reports for line managers, and assist line
managers in identifying and resolving human performance issues
➢ Track current industry training issues
➢ Solicit line managers’ involvement when training commitments or needs are not being
fulfilled
➢ Work to establish mutual trust and cooperation between the training organization and all
facility personnel.
➢ Develop improved methods to meet training and facility objectives and goals as
required
➢ Develop training policies that establish guidelines for all training functions
➢ Assist line management in identifying potential training needs based on facility and industry
operating experiences
➢ Initiate and help prepare long-range objectives for the training organization that are
consistent with corporate, facility, and training policies, and develop a system for
verifying implementation of the actions needed to meet the objectives.

Training managers should verify that employees participate in training and that training meets the
employees’ needs.

Challenges to Training Managers

Training managers are subject to several challenges which need to be met often within the
parameters of reduced training budgets.

 The technical challenge is to keep up-to-date with changes in legislation, company policy,
new methods of training delivery and new subject matter (especially in Information
Technology)

 The strategic challenge is to monitor and respond to expected changes in skill

requirements, and to deliver training which provides demonstrable, measurable bottom
line results, both short and the long term.

 The professional challenge is to keep up-to-date with changing practice, to manage ongoing
 continuing professional development, and to ensure that the organization’s trainers and line
managers are informed and practiced in applying the best in training ideas and methods.

Gordon Lippitt has identified four roles for training managers in modern organizations:

➢ Learning specialist and instructor

➢ Administrator of training and development staff and programmes
➢ Information coordinator
➢ Internal consultant to the management of the organization.

Traditionally, the activities of training managers have focused primarily on the first two of these roles.

 The training manager as information coordinator:

➢ Managing and monitoring contractor relationships

➢ Enabling and evaluating line manager effectiveness in developing their staff
➢ Coordinating an organization-wide skills development effort.

 The training manager as internal consultant:

➢ Identifying skill development needs for the future

➢ Advising on staff development methods and best practice
➢ Evaluating and improving the bottom line effectiveness of the organization’s training and
development effort

Responsibilities of Training administrator, consultant, designer and instructor

Administrator Consultant Designer Instructor

➢ Sets policy ➢ Analyse ➢ Selects methods ➢ Delivers learning
➢ Communicate policy performance ➢ Select media design
➢ Sets program problem ➢ Synthesizes ➢ Analyse and
objectives ➢ Recommends methods and responds to
➢ Establishes budget solutions media into individual
➢ Monitors ➢ Establish an integrated learner needs
expenditures program program ➢ Adapts design
➢ Sets facilities goals ➢ Provides outlines to meet learner
standards ➢ Evaluate and materials to needs
➢ Provides facilities programs implement the ➢ Counsels
➢ Selects staffs ➢ Assists program learners
➢ Manage staff with ➢ Evaluate try out ➢ Provide feedback
➢ Develops staff programs ➢ Redesigns to designers
➢ Evaluates T& D effort ➢ Counsels programs as about strengths
designers tryout data and weaknesses
indicate of designs.

Source: Adopted from Approaches to Training and Development: 2nd Ed., Dugan Laird, Addison-
Wesley Publishing Co., Inc. 1985 Fig.: the T&D Officer’s Key Areas of Responsibility, p.31.
 Key Points

➢ Training consultancy provides industry professional to work with an organization in

achieving its training and development objectives.
➢ A training and development officer/manager manages the learning and professional
development of an organization’s workforce.
➢ The training manager should establish training and entry-level requirements for
key training positions and implement programs to select and develop training
personnel.

TYPES OF TRAINING:

The important types of training programmes are as follows:

(a) Induction or orientation training :

Induction is concerned with introducing or orienting a new employees to the organization and
its procedures, rules and regulations. When a new employee reports to work, he must be
helped to get acquainted with the work environment and fellow employees.it is very short
informative training given after recruitment .It creates a feeling of involvement in the minds of
newly appointed employees.

(b) Job training :

Job training relates to specific job which the worker has to handle .It gives information about
machines, process of production, instructions to be followed, methods to be used and so on. It
develops skills and confidence among the workers and enables them to perform the job
efficiently. Job training is the most common of formal in plant training programmes. It is
necessary for the new employees to acquaint them with the jobs they are expected to perform.

(c) Refresher training or retraining :

The refresher training is meant for the old employees of the enterprises.
The basic purpose of refresher training is to acquaint the existing workforce with the latest
methods of performing their jobs and improve their efficiency further. Retraining programmes
are designed to avoid personnel obsolescence.

(d) Internship training :

Under this method, the educational or vocational institute enters into arrangement with an
industrial enterprise for providing practical knowledge,to its students. Internship training is
usually meant for such vocations where advanced theoretical knowledge is to be backed up by
practical experience on the job. For example- Engineering students are sent to big industrial
enterprise for gaining practical work experience and medical students are sent to big hospitals
to get practical knowledge.
(e) Apprenticeship training : W i l l b e discussed later in off the job methods.

METHODS OF TRAINING:

On- the- job training is considered to be most effective method of training the operative
personnel. Under this method, the worker is given training at the workplace by his immediate
supervisor. In other words, the workers learns in the actual work environment .It is based on
the principle of ‘learning by doing’. On the job training techniques are most appropriate for
imparting knowledge and skills that can be learnt in a relatively short time .The effectiveness of
the method depends largely on the competency of the trainer to teach. Notable on the job
methods are explained below.
(1) Coaching: Under this method, the supervisor imparts job knowledge and skills to
his subordinate. The emphasis in coaching or instructing the subordinate is on feeling by
doing. This method is very effective if the superior has sufficient time to provide coaching
to his subordinates.
(2) Understudy : The superior gives training to a subordinate as his understudy or
assistant.The subordinate learns through experience and observation .It prepares the
subordinate to assume the responsibilities of the superior’s job in case the superior leaves
the organization. The purpose of understudy is to prepare someone to fill the vacancy
caused by death, retirement, promotion, or transfer of the superior.
(3) Position/job rotation: The purpose of position rotation is to broaden the
background of the trainee in various positions .the trainee is periodically rotated from job
to job instead of sticking to one job so that he/she acquires a general background of
different jobs. However rotation of an employee from one job to another should not be
done frequently .he/she should be allowed to stay on a job for a sufficient period so that
he/ she may acquire the full knowledge of the job.Job rotation is used by many
organizations to develop all round workers. The employees learn new skills and gain
experience in handling different kinds of jobs .they also came to know the
interrelationship between different jobs. Job rotation is also used to place workers on the
right jobs and prepare them to handle other jobs in case of need.
(4) Apprenticeship training: Apprenticeship training is a process by which people
become skilled workers, usually through a combination of formal learning and long term
on the job training, often under the tutelage of a master craftsmen. The apprentice learns
the by observing the manner of doing the job by the master craftsman or else he may be
allowed to work on the job under his supervision. The process continues till the new
employee is able to do the job independently. This type of training has traditionally been
more appropriate for developing skills of craftsmanship such as that of weaver, carpenter,
plumber, machinist and fitter.
(5) Informal learning : Surveys from the American society for training and
development estimate that as much as 80% of what employees learn on the job they learn
through informal means, including performing their jobs while interacting every day with
their colleagues .employers can facilitate informal learning .For example, a manufacturing
company can place tools in cafeteria areas to take advantage of work related discussions
 taking place.
(6) Job instructions training :Many jobs (or parts of job) consists of a sequence of
steps that can best learned step by step. Such step by step training is called job
instructions training (JIT) .First, list the job’s required steps (let’s say for using a
mechanical paper cutter) each in its proper sequence. Then the list a corresponding ‘’key
point” (if any) besides each step. The steps in such a job instruction training sheet show
the trainees what to do, and the keypoint show how it’s to be done and why.

OFF THE JOB TRAINING METHODS:

Off the job training requires the workers, to undergo training for a specific period away from
the work place. Off the job methods are concerned with both knowledge and skills in doing
certain jobs. The workers are free of tension of workwhen they are learning.
There are several off the job methods of training and development as describedbelow:
 Special lecture cum discussion : Lecturing is a quick and simple way to present
knowledge to largegroups of trainees, as when the sales force needs to learn a new
product’s features. Training through special lectures is also known as ‘class –roomtraining’
.It is more associated with imparting knowledge than with skills. The special lectures may be
delivered by some executives of the organization or specialist from vocational and
professional institutes.There are certain aspects of nearly all jobs that can be learntbetter in
the classroom than on the job. Orientation about organization and safety training can be
accomplished more effectively in the class room. Here the trainer possesses a considerable
depth of knowledge of the subject at hand .He/she seeks to communicate his thoughts in
such a manner as to interestthe class and causes the trainees to retain what he /she has
said. The trainees generally take notes as an aid to learning.
 Programmed learning :Programmed learning is a step -by- step, self-learning methods
thatconsists of three parts:
(a) Presenting questions, facts or problems to the learner.
(b) Allowing the person to respond.
(c) Providing feedback on the accuracy of answers, with instructionson what to do next.
Programmed learning reduces training time. It also facilities learning by letting
trainees learn at their pace, get immediatefeedback and reduce the risk of error.
 Behavior modeling: A training technique in which trainees are first shown good
management techniques in a film , are asked to play roles in a simulated situation and are then
given feedback and praise by theirsupervisor. Behavior modeling involves:
(1) showing the trainees the right (or ‘model’) way of doing something
(2) letting trainees practice that way and then
(3)giving feedback on the trainee’s performance .
Behavior modeling training is one of the most widelyused well –researched and highly regarded
psychologically based training interventions .The basic procedure is as follows :

a. Modeling : First ,trainees watch live or video examples showingmodels behaving effectively
in a problem situation .Thus the video might show a supervisor effectively disciplining
a subordinate ,if teaching ‘’ how to discipline ‘’ is the aim of thetraining program.
 b. Role -playing: Next, the trainees get roles to play in a simulatedsituation; here they are to
practice the effective behaviors demonstrated by the models.
c. Social reinforcement: The trainer provides reinforcement in the form of praise and
constructive feedback.
d. Transfer of training: Finally, trainees are encouraged to applytheir skills when they are back
on their jobs.

 Vestibule training: With vestibule training, trainees learn on the actual or simulated equipment
but are trained off the job (perhaps in a spate room or vestibule).vestibule training is necessary
when it is too costly or dangerous to train employees on the job and/or where the job is
difficult and complex. Putting new assembly-line workers right to work could slow down
production, for instance and when safety is concern – as with pilots –simulated training for
instance may be only practical alternative.

Simulation is a form of vestibule training which is imparted away from the location of the actual
job. Under it, a replica representing the job situation and the manner of doing it is created
through the use of simulation devices .these devices may be simple or complex. Use of
computers and others software devices have been of considerable help in the creation of
situation identical to that of the actual job environment .it is particularly useful in training
technical personnel and mangers.

 Conference training: A conference is a group meeting conducted accordingly to an organized

plan in which the members seek to develop knowledge and understanding by oral
participation. These days , video conferencing is also gaining popularity under which people
can participate in the conference through via satellite.
 Workshops: A training workshop is a type of interactive training where participants carry out a
numberof training activities rather than passively listen to a lecture or presentation.

EVALUATING THE TRAINING PROGRAM EFFORT:

After completing the training of employees (or perhaps at planned intervals duringthe training
the program should be evaluated to see how well its objectives have been met.

The manager can measure four types of training outcomes or effects :

(1) Reaction Evaluate the trainee’s reactions to the program .Did they like the program .Did
they think it worthwhile?
(2) Learning Test the trainees to determine whether they learned theprinciples ,skills and facts
they were supposed to learn .
(3) Behavior Ask whether the trainee’s on the job behavior changed becauseof the training
program.
(4) Results Most important ask , ‘’ what results did we achieve ,in terms ofthe training
objectives previously set? For example, did the
number of customers complaints diminish ?

Reactions , learning , and behavior are important but if the training program doesn’t produce
measurable performance –related results ,then it probably hasn’tachieved its goals.